Practical Steps for Implementing an Agile Process in a Non-IT Company

Cristian Hoger is a computer engineer, and holds a master’s degree in information technology and a master’s degree in business administration. After six years managing multimillion-dollar technology pro-jects in the copper mining industry, he moved to Germany to study for an MBA at Mannheim Business School. After graduation, he relocated to the Netherlands to start working in the travel industry. He is a PMI Agile Certified Practitioner (PMI-ACP)®, and currently works as an IT project manager in Eurail Group.

Abstract
Agile is a word commonly used nowadays in the industry, especially when the topic is about technology and digital transformation. Although agile approaches were originally conceived to manage software projects, they have expanded their use to a variety of other fields such as processes, companies, deliverables, meetings, and even people.

This article shares an experience in implementing an agile process in a non-IT company with no dedicated and colocated team, and how it was managed to get the desired results under the context of the definition of the business requirements of a project.

Introduction
Non-IT company refers to the type of company for which software, information technology, or digital services are not part of their core business; rather, they focus on other disciplines (marketing, manufacture, tourism, etc.), and the members of the organization don’t have or need to have any IT skills more than the usual office software. In these companies there are no roles such as developers, testers, product owners, or scrum masters. Instead, roles such as product manager, price manager, and HR manager are predominant, and they are commonly structured under the logic of departments instead of flat, multifunctional teams.

It is in the context of non-IT companies that agile approaches are getting more popular in every industry, and sometimes even named as…


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