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Chapter 9

Ten Common Agile Adoption Pitfalls

This chapter will help explore the ten common

pitfalls organizations make when adopting agile

strategies.

Agile For Dummies 23 December 2013

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Becoming Agile Zombies

There is no compulsory rule to blindly follow the robust

design of one agile strategy.

Organization may change the same according to their unique

needs.


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Improper Planning

There should be appropriate planning with regards to the

agile strategies that are to be taken.

Organization should ask itself Why, What, When & How

as to the adoption of agile strategies.


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Excluding The Entire Organization

Agile should be a change in the culture of whole organization

and not in just one of the processes.


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Lack of Executive Support

Agile adoption requires investment of resources as wall as

funds.

And therefore, it requires top executives supporting thewhole initiative.


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Going Too Fast

Moving to agile is very tempting and therefore, a proper

roadmap needs to be outlined.


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Insufficient Coaching

Many people dont like change and theyare only

comfortable working in their own space.

But agile may need five to ten people working closely.

So a coach can work with these team members and can help

them through the early phases of agile adoption.


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Retaining Traditional Governance

When an organization adopts agile, it should try and not

retain the traditional governance.

Traditional governance is hard to change but it may have

serious impact on agility.


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Skimping on Training

Agile involves a change in behavior and process.

So organization should send all of its team members to learn

about agile and not just a few leads.


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This chapter will help us understand what are common mythsabout agile and how they can be flipped off.

Chapter 10

Ten Common Myths About Agile

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The agile approach to project management is far from afad.

Agile has been recently formalized with the Agile

Manifesto and its associated principles.

Compared with traditional project management

approaches, agile is better at producing successful

projects.


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Sometimes agile can seem chaotic because its a verycollaborative process.

Agile requires rapid response time and flexibility fromthe team. Discipline is in fact greater than that intraditional systems.

Agile requires teams to reduce the feedback cycle onmany activities, incrementally deliver a consumablesolution, work closely with stakeholders throughout thelife cycle, and adopt individual practices which require

discipline in their own right.


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Agile rely on collaboration instead of big documentation.

The planning is incremental and evolutionary, which has

been proven successful.


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Agile teams keep documentation as lightweight as possible.

They follow strategies, such as documenting continuously andwriting executable specifications.


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Ideally agile teams are located within proximity of one

another, but in this day and age, most development teams

are distributed.

If you use the proper tools, your team doesnthave to be

collocated to work effectively together.


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Agile definitely scales.

Large teams must be organized differently.

Large agile teams succeed by using products like the

following:

IBM Rational Requirements Composer for

requirements modeling .

IBM Rational Build Forge for large-scale continuous

integration

IBM Rational Quality Manager to support parallel

independent testing


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Regulated environments are those that are subject to someregulatory mandates, such as medical device companies,

business in the finance area, governmental departments and

offices, the healthcare field, and more.

With agile, these organizations can feel confident when theyendure time to time audits for regulatory compliance.

They benefit from faster delivery of data and higher qualityof their output.


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Agile is an iterative process, it provides the opportunity not

just for greater control but better control over building the

right things in the life cycle than one would have with the

more traditional Waterfall approaches.

At the end of each iteration, the development team presents

a completed product to the product owner for feedback.

Disciplined Agile Delivery (DAD) teams explicitly explorehigh-level requirements at the beginning of the project and

seek to gain stakeholder agreement around the requirements.


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Agile has explicit means of frequent feedback and loops,

which means that developers and managers may feel more

exposed to scrutiny. But that doesntmean that agile wont

work at your company.

Agile is a team approach.

Roles are cross-functional and shared. Developers become

testers and more frequent delivery creates more exposure

and personal accountability.


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For agile to work properly, all teams have to buy in.

To make agile succeed at its greatest potential, make each piece

of the chain as efficient as possible.


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Agile isntneeded for every team in every situation.

Agile is a superb solution for projects that are in

development or undergoing radical changes. For other

projects, such as those that are in maintenance mode, agileisntas good a fit.

Projects that are under new product or rapid development,

agile really is the best way to go.


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Thank You !


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