The language of agile development has become common currency in boardrooms and conference rooms throughout the world. So are people just using the words, or really using the methodology? Agile development doesn't merely mean abandoning the creation of large, seemingly exhaustive plans, which nearly always turn out to be wrong. What it highlights is that slaving over very detailed long-range planning is often a source of waste.
There are other sources of waste which the methodology is meant to make obvious - so that they can be eliminated. The wasted time in co-ordination, and in separate departments treating each other like external parties that are potentially trying to pinch more resources and effort than they are entitled to. As the article below identifies: “Agile makes these wastes visible, so that product owners and stakeholders can eliminate them”. It also highlights the areas of challenge to move from thinking agile is a good idea, to making the necessary organisational changes to realise the benefits. “In most situations, stakeholders or product owners don’t really understand the implications of agile development... For agile to be effective, stakeholders and product owners have to change their behaviors and provide a conducive environment”
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