Context: Plenty of data informs us. We can forecast when things will happen. Our progress metrics are aligned with long term goals. But externalities impede our progress: competitors emerge, delays harm us. We are passive victims of outside circumstance.
Reacting to circumstance is not enough to succeed…
We suspect unknown dangers, economic loss, and growing ineffectiveness. Our friends reassure us, choosing their words carefully. Existing data is eerily stable. We aren’t learning anything new.
While agile has zealots, it is not a religion. Agile is a scientific method that converts economic chaos to profit.
Using an agile methodology for project management can help CEOs, organizations, managers, teams and individuals rapidly adapt to change, beat slower competitors and win profitable markets. Agile methodologies were created to prevent the frequent and expensive manufacturing and development failures that arose in “waterfall” or “ad hoc” projects.
Waterfall vs Agile Methodology
Most people tackle large projects using an intuitively obvious approach called “the waterfall method”: plan a sequence of activities upfront (for example: design, prototype, build, test, deploy), then focus on one type of activity after another until they have completed the whole thing. Only in the end do they have something of value. From software development to car manufacturing, the modular sequencing in waterfall has proven extremely risky, resulting in multi-million dollar project cancellations and corporate bankruptcies. The problem arises from the enormous costs that precede real-world testing. There’s a lot of risk riding on the final stage. Continue reading
In the first of 3 podcasts, I discuss how to spread agile approaches beyond individual teams to the enterprise level, where potential benefits and challenges multiply. In the realm of project portfolio management, decision-making roles can include a Chief Product Owner and Enterprise ScrumMaster. Continue reading
Concerned citizens might warn you not to stand to close: I rope nearby bystanders into the crime I’m currently committing. So when Scott Downey, the General Patton of Hyperproductive Scrum, told me he was busy crawling wineries near my Santa Barbara office, I suggested getting together. “How about 11:30am for lunch?” I asked. “Perfect,” he said, “See you then.”
Scott arrived, we had a hearty repast, and after agreeing the world needed our genius, I had to get ready to to teach the second afternoon of Scrum Training at Citrix Online. Did he want to come? “Sure,” he said. As we walked into the conference room, I asked if he might like to present some of my slides? “Why not?” he said. When we started looking at them, Scott felt uncomfortable. Could he use his own slides? Continue reading