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Teams decide to embrace agile for several reasons. From my experience, here are top 10 reasons;
1. Our parent company is going for agile, so we must also pursue it.
2. Our customers demand it for the next project, so we want to learn it
3. We took lot of time to realize that nobody wants this product. If we could fail faster, we would have saved lot of money.
4. We are already agile, and we want to improve further
5. Everyone is going for it, so we want to do it
6. We want faster delivery, because our competition is faster than us
7. Everything is ad-hoc here. We want to formalize our way of working with a lightweight project management framework
8. We want to bring in a uniform culture
9. Better productivity
10. Requirements mismatch detected towards the end of the projects

Many believe that 'agile' is the silver bullet which will solve all their problems, and it is very easy to implement it.. Unfortunately, most of the agile frameworks are very easy to understand and at the same time very difficult to implement. They are value driven, not rule based. Every value driven system gets institutionalized through convictions triggered by small or big wins over a period of time.

Here are some great insights gained over ten years as an agile coach;

98% of the engineers we surveyed unanimously wanted scrum (one of the agile frameworks), after experiencing it. They saw lot of benefits.
Agile by itself is not going to solve all your problems. Agile will expose the developmental issues very early, and that will provide you with more time to address the issues. The ability to fail fast is the advantage. If you belong to the genre of professionals who like to confront the issues upfront and solve them, you will like agile, else it can become a millstone tied around your neck.
Teams adopting scrum in an environment which does not support the scrum values like openness, focus, commitment, courage and respect are bound to fail. It is the responsibility of the senior management to create an open, trustworthy environment driven by meritocracy and empiricism.
It takes competent and motivated teams to make the sprints successful.
Contrary to the general belief that of all agile frameworks are ad hoc in nature, in reality agile frameworks are highly disciplined and driven by empiricism.
Till you have a count of the sprint velocity, and the velocity trend, you are only talking about agile, you are not really agile.

The objective of this book is to provide the agile champions (senior management representatives, product owners, scrum masters, team leads) with a a practical road map towards creating successful agile work spaces, where great teams can perform consistently to produce great products.

About the author

Abrachan is a highly experienced independent agile coach helping engineering teams to improve their agility by embracing the relevant best practices from all project management frameworks.

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Each type of project has its own set of management challengesSome projects have clear objectives and goals while others’ end results are uncertainMany factors ...

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