Mike is a certified PMP project manager and a certified ScrumMaster. Mike was involved with the creation of the DSDM Agile Project Leader certification, holds this certification at the Foundation, Practitioner, and Examiner levels. Mike was named an honorary member of the DSDM consortium and served on the board of APLN and the Lean Software and Systems Consortium. He currently co-leads the PMI Agile Community of Practice. Mike is a DZone MVB and is not an employee of DZone and has posted 143 posts at DZone. You can read more from them at their website. View Full User Profile
is what I want to know... when does agile stop being agile? Is agile
only agile when we have 6 or 8 people sitting in one room doing pair
programming? Is agile only agile when those 6 or 8 people are
delivering cross functional features every week or two? Do I have to
pass the Nokia test to be agile? Can agile be agile when I have to
blend it with some PMI style practices? Can agile be agile when I have
to do documentation to meet our corporate governance standards? Is
agile agile when I blend it with RUP or Lean or Kanban? How about when I
have 1000 people working across three continents, can that be agile?
the question really is... how agile is agile?
Maybe it's time to
recognize that Ron is right. Agile ain't just any damn thing. Maybe
we need a new term for what might be agile-like, but adapted to meet
the needs of larger more complex enterprises. I am generally of the
mind that agile is about quickly delivering value to our customers,
getting fast feedback, being able to quickly respond to change, creating
people centric organizations... one where individuals can make
difference. One where we plan, but are not beholden to the plan. One
where everyone is aligned toward creating the best possible outcomes.
For me, it's always been more about the value I am creating than the
rules I follow to create it.
So... maybe we are just learning
that agile isn't as agile as we thought.