The Cost of Coexistence


There are some possible benefits to allowing both to coexist, too. Consider these:

  1. Comfort. Allowing both to coexist provides the opportunity for the company to stick its toe in the water before diving in completely. This may be seen as a more careful approach for companies without an appetite for major change. The change effort can expand (or not) throughout the organization at the pace at which the organization is comfortable.
  2. Prioritization. This approach allows for value-based prioritization of change introduction objectives. There may be groups that are functioning sufficiently with the status quo. Do we need immediately to change projects that currently are effective?
  3. Focused use of limited guidance. Allowing both to coexist may allow the limited number of available external agile consultants and coaches to focus their efforts on a few groups at a time, preventing the problems associated with just diving in blindly without assistance
  4. Roll Back. Having a contingency plan (usually the old process) may make it easier for the company to fall back, should the agile transition not work or be rejected. 

During the transition, companies need to be wary of stagnation—i.e. the acceptance of average or mediocre performance. The roll out itself is not the goal. The improvements in product quality, decreases in time to market, increased employee morale, and increased customer satisfaction are all the real reasons for moving to an agile paradigm. Forgetting these ultimate goals can result in a half-hearted push to agility that instead follows a required MBO metric, leaving everyone happy with single- or double-digit increases in productivity rather than pursuing the triple-digit increases that are possible with the associated organizational and cultural change that are part of agile transitions. And, the costs of coexistence are not likely offset by single-digit improvements.

Regardless of the cost of coexistence, cultural change is a must if an agile adoption is going to stick in the long term. Leaving it for last only extends the uneasy truce and increases the likelihood that the organization will high-center, or reach a point where hard decisions about organizational change must be made in order for improvements to continue. Ignoring these issues leads to an inexorable slide back into the waterfall.

A transition to agile is much more than just a change in software development practices. It is a change in culture that will have an impact throughout your organization and anywhere else product development touches. Though it may seem like good risk mitigation to support multiple options for product development process, it is wise to consider the costs of doing so.

About the author

Michele Sliger's picture Michele Sliger

Michele Sliger has extensive experience in agile software development, having worked in both XP and Scrum teams before becoming a consultant. As a self-described "bridge builder," her passion lies in helping those in traditional software development environments cross the bridge to agility. Along with co-author Stacia Broderick, their book The Software Project Manager's Bridge to Agility focuses on the topic, helping PMI-trained project managers make the transition. Michele is a Certified Scrum Trainer (CST) and a certified Project Management Professional (PMP). If you have a question, or would like help with your agile adoption, Michele can be reached at

About the author

George Schlitz's picture George Schlitz

George Schlitz is co-founder of BigVisible Solutions, a consultancy that focuses on large-scale agile adoptions in diverse industries. Bringing knowledge of agile, lean, systems thinking, and theory of constraints to his clients. His passion is helping clients overcome the challenges of enterprise change using a wide array of techniques. George's leadership experience in business and as a military officer help him excel at coaching and mentoring of leaders and teams. George is a Certified Scrum Coach (CSC) and a certified Project Management Professional (PMP). If you have questions, or would like help with large scale agile endeavors of any kind, George can be reached at

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