'Good Enough' Syndrome

Andy Jordan is President of Roffensian Consulting S.A., a Roatan, Honduras-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at andy.jordan@roffensian.com. Andy's new book Risk Management for Project Driven Organizations is now available.

Most organizations are naturally conservative when it comes to change. They won’t commit to a significant shift in how they work without running proofs of concept, prototyping in a number of different scenarios and then gradually expanding the approach while monitoring performance against a number of key metrics. In recent years the speed of adoption of new working practices has been forced to accelerate because of the pressures of technology, generational change in the workplace, and increased competition, but the fundamentally cautious approach remains.

But with Agile adoption, things seem to be different. Agile is expanding across organizations rapidly and in a number of different ways. Agile project delivery methods are now common place in many different business areas and arguably it is the preferred method in many of those departments, not just in software development. At the same time, scaled Agile approaches are changing how organizations think about planning, portfolio management and related disciplines. The concept of business agility, while slightly different, is also gaining ground and is changing the very fundamental concept of how business is done. Meanwhile, at the heart of Agile for many organizations — IT — software development is changing again because of concepts like DevOps integrating with Agile to move closer to continuous delivery.

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