The Need for Agility in SCM

What is agility? Summarizing from last month's article agility is “The ability to both create and respond to change in order to profit in a turbulent business environment…. What is new about agile methods is not the practices they use, but their recognition of people as the primary drivers of project success, coupled with an intense focus on effectiveness and maneuverability.” [2]

Achieving agility while avoiding unproductive thrashing of the project requires high quality communication and tight feedback loops between competent team members and with project stakeholders. This allows the project team to iteratively grow the product architecture and functionality despite ever-changing customer requirements and priorities. Projects employing agile methods share the following key characteristics:

  • Adaptive: Plans, designs, and processes are regularly tuned and adjusted to adapt to changing needs and requirements (as opposed to predictive methods that attempt to develop comprehensive and detailed plans/designs/requirements up front).
  • Goal-driven:  Focus on producing end-results (working functionality) in order of highest business value/priority. [3] “Agile approaches plan features, not tasks, as their first priority because features are what customers understand.” [4]
  • Iterative:  Short development cycles, frequent releases, regular feedback
  • Lean:  Simple design, streamlined processes, elimination of redundant information, and barely sufficient documentation and methodology
  • Emergent behavior:  Quality systems (requirements, architecture, and design) emerge from highly collaborative, self-organizing teams in close interaction with stakeholders.

What is Agile SCM?

One recurring theme from last month's issue ([1], [5], [6]) is that the key to understanding how to make SCM agile is recognizing SCM processes and practices must embody the agile values and principles in order to support and enable the characteristics of agile development. SCM processes and tools must eliminate bottlenecks in feedback cycles by:

  • Easing up on rigid front-end controls to focus more on tracking and accommodating change rather than striving to prevent it.
  • Eliminating redundant information and artifacts to focus upon the effective flow of communication 
  • Coordinating and streamlining development changes and communication
  • Automating back-end integration/build/test activities, increasing their frequency, and incorporating them into daily development tasks

Who are these people and why are they writing about Agile SCM? We are Brad Appleton, Steve Berczuk, and Steve Koniecza. As Steve Berczuk and Brad Appleton were initiating discussion and researching new ways to enhance the documented patterns of SCM, they ran into Steve Konieczka who was researching and initiating discussion on the characteristics of SCM for the Agile Community. Both Steve B. and Brad had a natural interest in Agile in other areas of their careers and happen to believe that SCM is a key component to effective agile development. Once we crossed paths, we saw a common ground and decided to collaborate together on the topic of SCM and how it can provide agility to development teams.

This column is the result of our collaboration and we welcome input from the community. Our intent is to further discussion on the topic of SCM and ways that SCM can help development teams become more agile. This particular article is an introduction to who we are and concludes with comments on what to expect from the column in the future. 


About the author

Brad Appleton's picture Brad Appleton

Brad Appleton is a software CM/ALM solution architect and lean/agile development champion at a large telecommunications company. Currently he helps projects and teams adopt and apply lean/agile development and CM/ALM practices and tools. He is coauthor of the book Software Configuration Management Patterns, a columnist for the CMCrossroads and AgileConnection communities at,  and a former section editor for The C++ Report. You can read Brad's blog at

About the author

Steve Berczuk's picture Steve Berczuk

Steve Berczuk is a Principal Engineer and Scrum Master at Fitbit. The author of Software Configuration Management Patterns: Effective Teamwork, Practical Integration, he is a recognized expert in software configuration management and agile software development. Steve is passionate about helping teams work effectively to produce quality software. He has an M.S. in operations research from Stanford University and an S.B. in Electrical Engineering from MIT, and is a certified, practicing ScrumMaster. Contact Steve at or visit and follow his blog at

About the author

Steve Konieczka's picture Steve Konieczka

Steve Konieczka is President and Chief Operating Officer of SCM Labs, a leading Software Configuration Management solutions provider. An IT consultant for fourteen years, Steve understands the challenges IT organizations face in change management. He has helped shape companies’ methodologies for creating and implementing effective SCM solutions for local and national clients. Steve is a member of Young Entrepreneurs Organization and serves on the board of the Association for Configuration and Data Management (ACDM). He holds a Bachelor of Science in Computer Information Systems from Colorado State University. You can reach Steve at

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