It’s a hyper-competitive and ever-changing business environment out there. Financial services, Telecom and other firms find themselves pressured from many fronts to innovate faster, better, and with escalating frequency to achieve customer‑pleasing services, greater operational efficiency, and improved return on investment (ROI).
At the same time, firms should remain vigilant about ongoing regulatory compliance—which can be a moving target—while reducing operational risks and time-to-market, staying ahead of the competition, and embedding top talent into the business. Finally, in today’s increasingly digital environment it is imperative that firms tightly align business with IT.
What all this adds up to is that firms now have an overarching strategic need for agility in their organization so they can quickly respond and adapt to their evolving business environment and thus deliver greater value in every area of the business.
These days, clients demand and expect that businesses will be able to rapidly change in order to meet customer needs. Many smaller players, such as startups, are much better at doing this and thus pose a risk to larger players. The solution? An agile transformation across the enterprise that embraces iterative, cross-functional collaboration to harness the full potential of digital technology.
HOW TO BE AGILE
What does it mean to “be agile”?
The answer is more complicated than you might think. Agile development isn’t a specific process you can follow. No team practices the Agile method. There’s no such thing.
Agile development is a philosophy. It’s a way of thinking about software development and now it goes beyond Software Development, You may see it in the areas such as Construction, Telecom, Healthy almost every Sector is buying in. The canonical description of this way of thinking is the Agile Manifesto, a collection of 4 values and 12 principles. To “be agile,” you need to put the agile values and principles into practice.
A method, or process , is a way of working. Whenever you do something, you’re following a process. Some processes are written, as when assembling a piece of furniture; others are ad hoc and informal, as when I clean my house.
Agile methods are processes that support the agile philosophy.
Examples include Extreme Programming and Scrum.
Agile methods consist of individual elements called practices. Practices include using version control, setting coding standards, and giving weekly demos to your stakeholders. Most of these practices have been around for years. Agile methods combine them in unique ways, accentuating those parts that support the agile philosophy, discarding the rest, and mixing in a few new ideas. The result is a lean, powerful, self-reinforcing package
DON’T MAKE YOUR OWN METHOD
Just as established agile methods combine existing practices, you might want to create your own agile method by mixing together practices from various agile methods. At first glance, this doesn’t seem too hard. There are scores of good agile practices to choose from. However, creating a brand-new agile method is a bad idea if you’ve never used agile development before. Just as there’s more to programming than writing code, there’s more to agile development than the practices. The practices are an expression of underlying agile principles. Unless you understand those principles intimately—that is, unless you’ve already mastered the art of agile development—you’re probably not going to choose the right practices. Agile practices often perform double- andtriple-duty, solving multiple software development problems simultaneously and supporting each other in clever and surprising ways. Every project and situation is unique, of course, so it’s a good idea to have an agile method that’s customized to your situation. Rather than making an agile method from scratch, start with an existing, proven method and iteratively refine it. Apply it to your situation, note where it works and doesn’t, make an educated guess about how to improve, and repeat. That’s what experts do.
THE ROAD TO MASTERY
Mastering the art of agile development requires real-world experience using a specific, well-defined agile method.
PMI has included Agile practice in the PMBoK 6th edition. This practice guide goes beyond addressing the use of agile in the computer software development industry, because agile has expanded into non-software development environments. Manufacturing, education, healthcare, and other industries are becoming agile to varying degrees and this use beyond software is within the scope of PMI practice guide.
Agile based Learning
Education is a prime and fertile ground to expand agile practices beyond software development. Teachers in Primary, secondary schools, high schools, and universities around the world are beginning to use agile to create a culture of learning. Agile techniques are used to provide focus on prioritizing competing priorities.
Face to face interactions, meaningful learning, self-organizing teams, and incremental and or iterative learning that exploit the imagination are all agile principles that can change the mindset in the class room and advance educational goals (Briggs,2014)
Why agile Practice guide and WHY NOW?
Agile manifesto expressed definitive values and principles of agile –useful to practitioners
Management of disruptive technologies
Customer satisfaction as a highest priority
Rapid and transparent customer feedback
It allows organizations to focus on customer experience
Contact us today
TANZANIA INSTITUTE OF PROJECT MANAGEMENT
MNARA WA ASKARI
GHOROFA YA KWANZA, POSTA, MTAA WA AZIKIWE/MAKUNGANYA
S.L.P 11161, Dar es Salaam, Tanzania
Desk Phone: +255(22) 2119498