the Agile movement so desperately needs in order to break into the mainstream and stay there. Today, we stand on the cusp of Moore's chasm and our ability to take the next step depends on whether or not we can embrace the pragmatism needed to catalyze mainstream Agile adoption.
About the Authors
Erik Gottesman isa Senior Manager at Sapient. Erik is responsible for identifying and developing the tools that support Sapient|Approach, the distributed Agile delivery model used bySapient teams globally to deliver client success. In this role, Erikprovides product direction for ResultSpace, Sapient's Agileapplication lifecycle managementsolution. Previously, Erik provided leadership and technical oversight on delivery engagements withHilton, Nissan, and major financialinstitutions.
Andy Takats is a Director at Sapient. After many years helping clients deliver leading-edge software systems (including work for the Philadelphia Stock Exchange, European Space Agency, and then for United Airlines, Williams Energy, Merrill Lynch, and others while at Sapient), Andyturned inward at Sapient to lead an overhaul of the company's delivery approach. Currently he is back in the fire coaching Sapient teams and helping Sapient clients adopt Agile methods.
[i] Laman, Robert, et al., A Winning Bet: Communication Processes at the Core of Agile Pilot Projects , Agile Project Leadership Summit, London, UK, 2006.
[ii] The Standish Group, CHAOS 2007 Research Exchange , 2007.
[iii] Gottesman, Erik M., Life Beyond XP? , International Conference on Project Management Leadership, Bangalore, India, May 13-14, 2005.
[iv] Gottesman, Erik M., Growing Agility in a Large and Distributed Enterprise , Agile Project Leadership Summit, London, UK, 2006.
[v] Schwaber, Carey, et al., The Truth About Agile Processes: Frank Answers To Frequently Asked Questions , Forrester Research, Inc., August 29, 2007.
[vi] Source: Geoffrey A. Moore, Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers , Collins, 2002.