According to the State Of Agile report from Digital.ai, it is primarily within IT departments that agile methods are used. However, this same report highlights some obstacles to its adoption and extension: resistance to change within the organization, lack of leadership, inconsistent processes and practices within teams.
Why is there still so much resistance to agile methods? How to help companies achieve their goals by implementing agile methods?
In a constantly changing environment, companies must adapt and know how to constantly manage change. This is what agile approaches promise. ”“ However, we find that many times they abandon their strategy and their objectives in favor of that agility that they do not master.
What are the pitfalls to avoid during agile transitions? First of all, we must avoid doing agility in order to be able to do agility. Agility is not an end in itself, but a means to achieve one’s goals. However, not all companies have this thought yet.
In fact, in companies we often confuse agility with urgency or agility, but being agile does not mean managing emergencies when they arise. This means that you have to learn to prioritize and adapt.
The second trap is wanting to assess agile maturity. Why evaluate it? This is not the issue! The question is whether the end users are more satisfied or more efficient than before.
Also, it’s good to assess agility from a business perspective, but since the entry point for agile transformations is often the IT department and not the end user, there is a real dissonance. Most agile transitions fail because end users are not at the center of the transition.
But why is adherence to agility still taboo beyond IT departments?
Agility is still a way of working, but implementing change creates disruption, embarrassment, and also puts people in a zone of discomfort. Some frustrations appear, problems too … Sometimes more than profits!
You have to know how to accept change to be agile and keep the company’s objectives in view. The topic of the agile transition should not be the main concern of the company. In fact, the framework of a change support mission is to understand why a company wants to move toward agility.
What promise had he struggled to fulfill before? Everyone has to work on an agile movement, but does the company fit in?
The most classic predictive approach: you know the problem and we know how to fix it. This approach works less and less because what is true at the beginning of the project is no longer true in the middle of the project.
In agile approaches, we do functional demonstrations as soon as possible to get quick feedback and make sure we have a correct understanding that we are meeting real needs. This allows us to collect new needs. The sooner you realize the mistake, the less expensive it will be.
The effort is focused more on the result than on the process. Agility is a trending term not to be taken lightly, and agility to do so is not the answer. The objective is to implement agility, without falling into traps, taking into account the strategic ambitions of the company.
To do this, it is necessary to analyze the evolution of your environment and react accordingly. Agility is essential in a company’s culture of change and must go through all departments. It is important to know how to anticipate changes rather than experience them.
Before embarking on a transformation, identify the real need for change, because becoming agile is not reason enough!
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