Guessing is not a strategy: How to build decision velocity with AI and real-time data
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Is Agile Fragile?
Mike Donoghue is a member of a multinational information technology corporation where he collaborates on the communications guidelines and customer relationship strategies affecting the interactions with internal and external clients. He has analyzed, defined, designed and overseen processes for various engagements including product usability and customer satisfaction, best practice enterprise standardization, relationship/branding structures, and distribution effectiveness and direction. He has also established corporate library solutions to provide frameworks for sales, marketing, training, and support divisions.
The fundamental structure of a Scrum-based agile development group is that it is lean--no fat or excess is permitted. This is because the practice of agility relies heavily upon having only the essential personnel involved in the creation process, thereby reducing the number of additional voices that may otherwise distract, interfere or delay a project team from completing its goal. It involves cross-functional and self-responsible members who answer more to the project at hand than any departmental or corporate authority.
Agility is a great process concept for small enterprise shops that have fewer resources and are obliged to keep their energies laser-focused, but for the larger organizations and their equally grand products, this development approach is problematical. Firms adopting agile methodologies are understandably trying to find ways in which to keep in step with more controlled practices that seek to manage deliverables that may have expanded exponentially beyond their original application borders. Breaking these large product releases into more digestible components is one way to relieve this strain.
On an organizational level, companies are also looking for ways in which to contain costs while producing faster--albeit more incremental--results that can provide stalwart customer satisfaction. Constant, continual and sustainable improvements are …
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