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When Agile Isn't Agile: Part 2 -- Optimizing Additional Agile Practices

When Agile Isn't Agile: Part 2 -- Optimizing Additional Agile Practices

  • March 2016
  • 11 pages
  • ID: 3750939
  • Format: PDF
  • By IDC


Table of Contents

This IDC study, written for CIOs and other technology managers seeking to transform their software development organizations, extends the analysis of popular agile practices by going beyond empiricism to include attributes of speed and quality. It considers 10 additional popular agile practices, identifies common mistakes, and recommends improvements that can be made by transforming to an agile mindset. Like its companion document, When Agile Isn't Agile: Part 1 -- Optimizing Popular Agile Practices (IDC #US41039316, February 2016), this study looks at 10 popular agile practices that have been adopted by most IT organizations and identifies common cultural mindsets, based on plan-based paradigms for software development, that prevent those practices from resulting in the desired agility. It compares those approaches with approaches based on empiricism, which does lead to agility. It explores what each practice is intended to achieve and how it achieves it, identifies common mistakes in implementing the practice, and illustrates what can be done to achieve success by characterizing the way the practice would be implemented by organizations that have achieved agility."IT organizations that have not achieved the agile transformation will find themselves lagging behind if they are able to remain in the game at all," says Susan Martin, adjunct analyst with IDC's IT Executive Program (IEP). "This lack of IT agility will expose even organizations that currently enjoy market preeminence to serious threats from outside innovators. They will be forced to respond by seeking IT innovation from outside the enterprise or risk losing their markets."

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