Agile Top-Down: Striking a Balance



·       Senior leaders must provide frequent communication of the vision and the status.

·       Communication efforts must include the customers, who will need to understand the transformation and any impacts.

·       Communication efforts may not adequately convey the fact that Agile is not merely a new IT development process. Rather, the large-scale introduction of Agile into an organization will impact nearly all aspects of a business, including: advancement, communication, compensation, contracts, facilities, goals and objectives, hiring, management philosophy, marketing, metrics, policy and procedures, recognition, resource scheduling, sales, strategic planning, and training. Be prepared.

·       Organizational impediments that impact teams must be escalated to senior management. This information will likely be the freshest and most actionable management information available within the organization. These are the seeds of your future headaches, unless you act now.

·       The capabilities of the organization that result from a successful transformation to Agile will be key strategic differentiators in the marketplace.

·       Agile practices enable an organization to be better, faster, and cheaper than the competition, and this leads to increased customer satisfaction and dramatic profitability gains.

·       Agile capabilities enable organizations to help their customers win in the marketplace too.

·       Some in the organization will be unable or unwilling to change. They will need to go.

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