Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Aug 30, 2019 1:46 PM
Replying to Walter Macias
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I would like to understand it but I still can't find it in my organization, I am very traditional
The problem is Agile demands a transformation. Lot of people talk about it without understand what is the thing to transform. The thing to transform is the whole enterprise architecture which is componsed by business, application, technology, information and security layers. Do you need to discard the actual siloe based architecture? Not at all. What you need to to integrate it in horizontal way. Saving Changes...
Josh NicholsonCustomer Success Manager | Project Management Tools| nTaskCa, United States
Aug 30, 2019 11:03 AM
Replying to Kiron Bondale
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Josh -
An organization can develop a set of methods which incorporate agile values and principles.
As such there are infinite possible methods based on agile.
PRINCE2 is another set of methods which covers both adaptive and predictive lifecycles.
Kiron
Thanks Kiron. Yes you are right that Prince 2 is effective in project lifecycle management. Saving Changes...
James ShieldsIS Director - Portfolio Solutions| City and County of San Francisco, SFPDSan Francisco, Ca, United States
Greetings,
Perhaps this is all semantics … values, principles, methodologies. But, there is ample literature about Agile being a set of values and principles.
In Highsmith's Agile Project Management (2nd edition) he states that the primary sources for agile values is both the Declaration of Interdependence (re: leadership) and the Manifesto (re: software development). Additionally, there are the 12 principles that stem from the Manifesto.
So what I think I am saying is from its beginning declarations of what would be called Agile, comes a set of values and principles that guide us in what is Agile and what is not. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
And just like that, a simple question that I believe everybody understands turns whether agile is a methodology. Put the word Agile into any question and somebody will respond by explaining what it is and what it is not. Sigh! OK the question....
Yes agile had been around since before Agile and it will be around after Agile. The different implementations of Agile (I'll call them methodologies, you can use anything you like) have changed over the years and will probably continue doing so. Saving Changes...
Mikel SteadmanPMO Leader| Development Dimensions InternationalTroy, Nh, United States
Agile is still relevant. It's going to be more and more relevant to PMI. The only place I've seen Agile Scrum truly impactful was in a purely SaaS-base Develop and Release environment (kinda makes sense, eh?).
I think it's important to strive to take what works best for the organization.
Depending on whom we are working with and what the needs of the project is, our team employs a few different methods. All roll-up to a either PMBOK or DMAIC. Saving Changes...
I read an interesting article, yesterday, on the failure of six sigma. What the author failed to understand is that six sigma hasn't failed in the areas where it was applied appropriately and correctly. Some companies have stopped using it because, through using it, their quality has improved, and now they have other problems to solve that six sigma cannot fix. In other companies, the hype around it led to trying to use it to solve problems that six sigma doesn't solve.
I'm a little surprised that agile hasn't hit this same point, yet, on a large scale. There are a growing number of voices calling out for using the right tool for the job (i.e. not everything can be done using Scrum), and applying so-called agile principles to predictive approaches, but I still run into agile purists who believe everything should be Scrum or some other form of iterative approach.
I think that organizational agility is more critical to the success of an organization, and for projects to be successful you need to choose the best approach for your organizational/team culture, type of work to be done, and customer needs/tolerances.
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1 reply by Wade Harshman
Sep 04, 2019 4:37 PM
Wade Harshman
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I've seen some of this with agility as well. It normally comes in the form of a company that is chasing buzzwords, so they hire an agility consultant. Then they start working in sprints and decide they have achieved full agility. But the inherent empiricism, trust, and transparency that comes with agile cultures eventually reveals issues that were hidden by the command-and-control management style, so a VP will eventually fire the Agile coach and to go LinkedIn to rant about how "did Agile" and it doesn't work.
Saving Changes...
Wade HarshmanScrum Master| GDITIndianapolis, In, United States
Sep 04, 2019 2:41 PM
Replying to Aaron Porter
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I read an interesting article, yesterday, on the failure of six sigma. What the author failed to understand is that six sigma hasn't failed in the areas where it was applied appropriately and correctly. Some companies have stopped using it because, through using it, their quality has improved, and now they have other problems to solve that six sigma cannot fix. In other companies, the hype around it led to trying to use it to solve problems that six sigma doesn't solve.
I'm a little surprised that agile hasn't hit this same point, yet, on a large scale. There are a growing number of voices calling out for using the right tool for the job (i.e. not everything can be done using Scrum), and applying so-called agile principles to predictive approaches, but I still run into agile purists who believe everything should be Scrum or some other form of iterative approach.
I think that organizational agility is more critical to the success of an organization, and for projects to be successful you need to choose the best approach for your organizational/team culture, type of work to be done, and customer needs/tolerances.
I've seen some of this with agility as well. It normally comes in the form of a company that is chasing buzzwords, so they hire an agility consultant. Then they start working in sprints and decide they have achieved full agility. But the inherent empiricism, trust, and transparency that comes with agile cultures eventually reveals issues that were hidden by the command-and-control management style, so a VP will eventually fire the Agile coach and to go LinkedIn to rant about how "did Agile" and it doesn't work. Saving Changes...