Agile Development: Great for Engineers, Not So Much for Project Management
Agile development is here to stay. With adoption rates rising from 24% in 2010 to more than 40% in 2013, companies are clearly seeing the value of this non-traditional approach where iterative product improvements are closely based on customer feedback and faster time to market. In fact, research by A.T. Kearney shows that agile projects can increase product quality by up to 63% and reduce time to market by up to 37%.
As a previous product manager, or “product owner” in agile speak, there was always a gap between what the information development teams were able to report and what the information executive management wanted to see. There was always a need to provide predictable roadmaps, better release planning and an accurate view of resources, yet the development team worked on “themes” or “epics” that were more iterative in nature.
Agile development poses significant challenges to PMOs and business stakeholders because developers champion agile’s focus on “doing” but most commonly ignore the planning and forecasting (the boring stuff). With over half of companies using a blended agile and waterfall approach to development, it’s critical to be aware of how an agile approach affects planning and alignment with the overall business strategy. Here are the most common challenges I have seen in enterprise agile
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