Christopher Global

Agile is often perceived as a complex and multifaceted ideology that, at one point, seemed applicable to numerous functions within an organization. However, this broad application has revealed numerous adaptive challenges when implementing the methodology. The critical question remains: What is Agile, and what is it not?

In my experience, Agile has been effectively used as a delivery method that supports an iterative-based approach to accountability. Within the IT development sector of organizations, it has proven its worth. The challenges, however, arise when attempting to adopt Agile in interdependent functions. For instance, while Agile applies well to development, operations are not development. The entire methodology couldn't be adopted in its entirety, so we adapted its principles where feasible.

Agile excels in scoping and structuring parts of a delivery lifecycle, allowing for more frequent management and progress checks. However, Agile delivery is not designed to scale beyond iterative planning. This limitation led to the development of Agile Product Management and Agile Portfolio Management, which shift the focus from iterative project delivery to the incremental product lifecycle.

This discussion is not intended to highlight issues in Agile adoption but to serve as an informational guide. With any methodology, it is crucial to adopt it at the appropriate level. Customizing and borrowing strengths from a methodology can significantly enhance organizational delivery discipline, but this must be done with a team of subject matter experts who understand your environment and delivery process. Agile, like any methodology, is not a one-size-fits-all approach.

By carefully tailoring Agile principles to fit the unique needs of each function within an organization, it is possible to achieve more effective and efficient delivery processes. Understanding where and how to apply Agile is key to leveraging its strengths while mitigating its limitations.