Project Management

Is Your Organization Agile…or Pseudo-Agile?

Agreta is a project manager in Dallas.

Today, the top management of every organization expects its projects and processes to be agile. However, somewhere along the way, companies end up going through rituals without actually implementing agile principles into their processes.

Scrum is not limited to merely performing daily stand-ups and other ceremonies as time-boxed events. Instead, it’s intended to support the agility of change that slowly creeps into the project and its deliverables, destroying the timelines of scheduled events that were expected to happen.

This results in "pseudo-agile" practices and processes, where team members follow scrum ceremonies as a stereotypical practice—but for deliverables still adhere to waterfall principles. It’s a dangerous situation that needs to be identified and acted upon, as sailing on two boats can be futile.

Scrum implies a set of practices used in an agile framework, emphasizing daily communication and the flexible reassessment of plans that are carried out in short, iterative phases of work. So, to imbibe scrum, the agile framework should be well-adopted and practiced within the organization.

It’s important to understand the framework requirement of an organization. An organization can be either product based (like Oracle and Apple, who develop products for customers) or service based (like Wipro and TCS, who provide services …

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I have an existential map; it has 'you are here' written all over it.

- Steven Wright