By now, itÂ’s practically accepted that software development and project management, generally, are being re-imagined by agile management techniques. But in a recent article on Projects@Work, called Â“Agile Drivers,Â” CST Angela Druckman explains why that is. As she explains, there are six factors that are driving agility in organizationsÂ—and theyÂ’re changing the way we conceive of doing business. To summarize, the six factors she identifies are:
One of the best ways to illustrate how agile and Scrum can transform the way an organization manages its development is through case studies. Rather than simply saying that agile methods will streamline processes, reduce cycle time, and improve product quality, a case study illustrates how agile and Scrum can achieve those things. Moreover, theyÂ’re inspirational. When you can see that someone at another organization has experienced the same challenges and worked through them to successfully implement agile, it gives you the confidence to embark on that journey yourself.
Lately, Â“LeanÂ”Â—which derives from the lean manufacturing practices popularized by Honda and Toyota in the 1980sÂ—has been a popular topic in software development circles. Not only does much of agile development have its roots in LeanÂ’s streamlined, waste-averse practices, but Forester just held its Business Technology Forum which focused on the new concept of Â“Lean IT.Â”
In a recent post at InfoQ, Mike Bria reports on two recent articles by Johanna Rothman which discuss best practices for agile implementation. The right way to go about an agile transformation is a controversial subject, in which some agile practitioners advocate an Â“all-inÂ” approach to adoption and other recommend a Â“toe-dippingÂ” strategy. According to Rothman, both approaches are valid, but what matters is the context in which these approaches are applied.