What's going on now?
Posted: Mon Dec 23, 2024 6:07 am
In 2001, 17 representatives of these methods pooled their ideas with the focus on delivering better values and, above all, faster solutions. The result was a publication in which these pioneers shared and recorded their methods, the so-called Agile Manifesto . In it, what we know today as 'agile working' is defined by values and principles.
All values and principles are still relevant today and certainly not only within IT. Especially for teams that do not do anything with software, it is no more than normal that they work agile. For many people this is special. Crazy! Change the word software from the Manifesto to product solution and you have a solution for full delivery.
Agile, literally flexible or agile, arose from the need to be able to develop faster.
Agile is widely embraced as the means to anticipate the rapid changes of today. ' Agile makes you future proof '. And it has to be. Are you unable to respond quickly as an organization? Then you will quickly fall behind the competition. Standing still means falling behind and then things go wrong. At the same time, you see that for some people the concept is difficult to grasp. The transformation process to agile therefore requires a lot of (lead) time. This is also exactly where the problems arise. Being agile is not the same as doing agile. Many organizations do. They do the so-called rituals, but they cannot accept the underlying motivation. Paradigms of the old way of working get in the way. That is why we often see the chain of the old way of working being maintained: the hong-kong business email list old document flows are largely retained and people still only perform one task. Just a few examples…
Within agile there is always room for best practices. That is actually where it started. There is a large community worldwide that is involved with this way of working. But that does not mean that you have to go back to the old way of working via a U-turn. Something we see all too often. Or, for example, agile coaches who explain with a straight face that they themselves do not have to work Agile. The moment someone says "Yes, but..." it is clear that an old paradigm is knocking on the door. It has to be replaced during the process of becoming agile, and that takes time. Paradigms are ingrained and determine the reflexes under stress long after the organization has learned the new way of working. If something goes wrong (and that happens when you learn new things), the reflexes intervene and before you know it you are back to all kinds of old ways of working.
Agile working is currently often not used as it is intended. What makes it so difficult?
Organizations are often too busy with the project and too little with the goal that is being pursued: values and time hold organizations back. Falling back on old paradigms is the biggest pitfall that exists. Five of the most important paradigms.
All values and principles are still relevant today and certainly not only within IT. Especially for teams that do not do anything with software, it is no more than normal that they work agile. For many people this is special. Crazy! Change the word software from the Manifesto to product solution and you have a solution for full delivery.
Agile, literally flexible or agile, arose from the need to be able to develop faster.
Agile is widely embraced as the means to anticipate the rapid changes of today. ' Agile makes you future proof '. And it has to be. Are you unable to respond quickly as an organization? Then you will quickly fall behind the competition. Standing still means falling behind and then things go wrong. At the same time, you see that for some people the concept is difficult to grasp. The transformation process to agile therefore requires a lot of (lead) time. This is also exactly where the problems arise. Being agile is not the same as doing agile. Many organizations do. They do the so-called rituals, but they cannot accept the underlying motivation. Paradigms of the old way of working get in the way. That is why we often see the chain of the old way of working being maintained: the hong-kong business email list old document flows are largely retained and people still only perform one task. Just a few examples…
Within agile there is always room for best practices. That is actually where it started. There is a large community worldwide that is involved with this way of working. But that does not mean that you have to go back to the old way of working via a U-turn. Something we see all too often. Or, for example, agile coaches who explain with a straight face that they themselves do not have to work Agile. The moment someone says "Yes, but..." it is clear that an old paradigm is knocking on the door. It has to be replaced during the process of becoming agile, and that takes time. Paradigms are ingrained and determine the reflexes under stress long after the organization has learned the new way of working. If something goes wrong (and that happens when you learn new things), the reflexes intervene and before you know it you are back to all kinds of old ways of working.
Agile working is currently often not used as it is intended. What makes it so difficult?
Organizations are often too busy with the project and too little with the goal that is being pursued: values and time hold organizations back. Falling back on old paradigms is the biggest pitfall that exists. Five of the most important paradigms.