Agile is Fragile—Handle it With Care
The purpose of this article is to provide company leaders with a clear explanation of the agile approach and its ramifications, both of which need to be understood thoroughly before they are introduced to a company. This explanation will give leadership the information they need for deciding if an agile project execution is right for their organization.
The premise of this article is encapsulated in the following phrase: “Agile is fragile and must be handled with care.”
In support of this “fragile” analogy, this article will discuss key points necessary to understanding the agile approach. These key points include core framework, high-level benefits, and risks in the project-based environment.
Background of Agile
The definition of agile is “able to move quickly and easily.” In other words, agile means “rapid implementation in iteration.” In contrast with its definition, however, agile project practice has become overused and unnecessarily complex. At its most basic level, the agile approach is a combination of various project execution activities that have been successful in the past. The job of the company’s project team is to select those key activities; then their approach can be called “agile.”
At the time of Y2K, major re-engineering projects were rolling out alongside many small
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