Agile principles and values influence and enable organisations to adapt to an increasingly volatile, uncertain, complex, and ambiguous clientele. Though cumbersome to adopt, agility is a practice best experienced by forming small, autonomous teams that continuously strive to deliver value to their end consumers.
Agile came from humble beginnings as a yardstick in software development, and, has now begun to enshrine itself in project management as well. The Agile Manifesto of 2001 called for valuing human interaction, a collaborative mindset, adaptability, and, a solid product over the so-called "means" to achieve an end - process, comprehensive documentation, contract negotiation, and, plan-based actions. The literature on the concept will constantly call for organisational training opportunities to "become Agile."
Agile principles and values influence and enable organisations to adapt to an increasingly volatile, uncertain, complex, and ambiguous clientele. Though cumbersome to adopt, agility is a practice best experienced by forming small, autonomous teams that continuously strive to deliver value to their end consumers.
This consequently builds both competitive spirit and camaraderie within the aspiring organisation, keeping agile values as the fulcrum of operations. The cluster of teams, then, actively and continuously initiate communication, interact, and, coordinate with other teams to tackle obstacles that can hinder agile-based workflows. These would include scope creep - continuous, unplanned project scope growth - and greater time and commitment requirements.
Agile - Success stories and shortcomings
This story is from the October 2018 edition of Human Capital.
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This story is from the October 2018 edition of Human Capital.
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