The greatest use for agile in business is in changing how you tackle problems and projects. Rather than defining the whole project and setting a “way forward,” an agile approach takes things much more iteratively. That means meeting as a team on a frequent and regular basis to share problems and successes, then making improvements as needed—being retrospective.

The term minimum viable product, or MVP, has come to be misunderstood and misused in many organizations. It doesn’t mean you should be releasing half-baked, barely feasible software. Instead, you should be thinking of your product’s capabilities as a Specifically Marketable, Useful, Releasable Feature Set—or SMURFS!

Many organizations make the same agile and DevOps scaling mistakes year after year, then attempt to rectify them by putting together a great new strategy—only to miss the reasons causing the failure. If you want to refuse to evolve and, as a result, cause your organization’s agile and DevOps transformation efforts to deliver zero business value, be sure to follow these seven antipatterns.

There is more to calculating ROI than a simple equation. It can be affected by risk, time, and other factors—including whether your team is agile. Releasing software immediately after coding and testing accelerates feedback cycles, minimizes the cost of delay, and increases return on investment. Allan Kelly tells you how.