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Guest View: The half-agile path leads nowhere


By Cyndi Mitchell
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March 15, 2010 —  (Page 3 of 3)
Implementing and validating these requirements calls for constant collaboration among those who are developing the software and those who will have to manage it when it goes live. The net result is that when it’s time for release, there are no surprises because all stakeholders, including the traditionally forgotten IT Operations team, have been intimately involved throughout the entire process.

From my experience, enterprises that attempt to adopt a half-agile approach by taking on the planning practices without embracing the engineering practices often lose out. In the best case, their agile adoption programs deliver very little long-term sustainable value, and sometimes they even fail completely. In the worst case, they eliminate their opportunity to achieve true agility.

As agile methods are transitioning into the mainstream, it’s now more important than ever to acknowledge that enterprise software development is a complex and multi-faceted activity; collaboration, planning and engineering all play critical roles. We must resist the temptation to over-simplify agile adoption or take the easy way out by choosing only those practices for which we can see a smooth path to near-term gratification.

A holistic approach, where engineering practices are not optional, may not be the easiest path to agile adoption, but it’s certainly the most realistic, longest lasting and most rewarding.

Cyndi Mitchell is managing director of ThoughtWorks Studios, which sells tools for agile software development teams.

 Guest Views are contributions by SD Times readers. Interested in contributing a Guest View? See the guidelines for the details.


Related Search Term(s): agile

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