The Next Iteration Agile: Re-contextualizing Agile for the 21st Century (Part 1)

Don is an entrepreneur and business leader with over 15 years experience specializing in aligning management-driven technologies and initiatives together with business and project strategies resulting in thoroughly planned and comprehensive business solutions. His expertise as a project manager, developer, tester, analyst, trainer, consultant, and business owner has spanned across diverse industries such as finance, retail, health care and information technology

Agile has crossed the chasm into mainstream project management practices. This movement was largely a reaction from the feelings of dissatisfaction and constraints that the software development community felt trying to deliver software projects under traditional project management methods and practices. This culminated in the 2001 creation of the infamous Agile Manifesto, which laid out the creed for developing software using agile principles.

The traditionalist camp--which can be largely represented by the Project Management Institute and is considered the 800-pound gorilla of project management--went on with promoting its traditional body of knowledge and de facto PMP certification largely ignorant (or ignoring) the agile movement, while the agile camp did the same. Over the years, PMI has gradually incorporated agile language and practices into its body of knowledge--culminating with the creation of its own agile certification. For better or worse (depending on your perspective), this is the tipping point at which agile has now broken into the mainstream. Furthermore, we are now witnessing the application of agile beyond the field of software development to diverse fields such as auto manufacturing, radio program development, government IT, etc.

As a practitioner, thinker and writer of agile project management, I often like to assess where we’re at with …

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If we do not succeed, then we run the risk of failure.

- Dan Quayle

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