The goal of agile programming is to provide early and continuous delivery of useful software. But it is not so easy to implement methods that can deliver on the promise agile, and blame usually lands on people: they are simply not the elite technology
.Agile methodology is an iterative software development, as opposed to the linear traditional methods.
This iterative approach allows developers, managers and users to create collaborative project requirements as they go, as opposed to the traditional linear method where the requirements are agreed in advance. Agile is more of a mindset than a set of rules, so it can be difficult to implement in a rigid business environment.
It is true that people can be an obstacle agile is a culture, not a process; a ticking box mentality will make agile projects seek without winning any of the benefits. Flexibility is essential and you need your developers, managers, consultants and users to embrace.
I used to manage agile many successful projects and transformed a global organization of professional service usually late and over budget on time, on budget with great results while using agile. While many think that only the elite can manage agile technology, I believe that good management can get almost all the team for the future.
Here are my four top tips for building an agile team:
1) Give your users
Agile programming often requires, detailed user feedback. They may be reluctant because they have other more urgent priorities, and they may be afraid they will not give useful feedback as this new for them. Nor do they want to be criticized by their peers. Here's how to manage
Time
When users who are burdened with other responsibilities daily, resist devoting time to invest in giving feedback . The system, after all, is designed to increase the efficiency of productivity and employment. If they invest now they will save time later.
Fear
Identify users who are able to give and take criticism and create a culture of learning and collaboration, so the contributors will not fear they will be blamed distinguished and if the end result is less than perfect. Remind them that the development of systems is an interactive learning process where needs are discussed and refined as a group, there is not one person who is responsible.
Errors
Introduce agile users with small, narrow projects so that there can be early success before taking more complex and bigger risky missions. As users build confidence in the process of development assistance in IT management successfully, they will provide a valuable feedback, will be pleased to be recognized for their contributions and are more likely to work in the future.
2) Promote flexibility
With top down traditional project management, everything is defined at the front and there is little room for change. Therefore, many programmers success to develop methods and work attitudes that are contrary to the agile programming. Perfectionism, inability to pursue a solution roughly defined, avoiding criticizing or not respecting user feedback can sabotage agile development projects.
Create an environment where developers can feel safe not only to throw an incomplete work, but also safe to discuss areas beyond technology, they can not understand so well. Having developers meet the user's champions is empowering for both, and some communication training can make a big difference.
3) hands on managers
There are no users and developers who need to learn new behaviors: if anything, there is a change yet most important the mindset of managers who need to move from a command and control approach to be more practical, involved in the project, monitoring and control of the results.
Indeed with agile programming, managers often need to change the requirements and make new decisions that are not considered at first.
managers must take into account the interaction of needs, budgets and time and often merge and adapt various project management methodologies for projects with complete success. The key is to remain flexible and consult the methodologies as tools rather than being set in stone.
4) Use of consultants wisely
If your project involves a third party consultants, you must make sure they match your agile environment too. You need to buy your program management, and feed them to make them feel part of the team. Be aware that consultants management of common methods can work contrary to the agile values.
Do not let the consultants focus on the amount of code to multiply the code that does not match the requirements. Beware the attitude "I know best" that comes from experience, but may make them less open to criticism and feedback.
At the same time, ensure that consultants who are accustomed to doing what it takes to please their clients and tend to say "yes" to the new requirements also know that it's okay to say "no." While the requirements may be flexible, it is important keep major projects on time and budget, rather than adding additional features just because you can.
agile development requires everyone to be flexible and willing to make adjustments as the project progresses, including users, developers, management and consultants. therefore, rather than requiring a superstar team, I think any team can become agile if it embraces this flexible attitude. success depends a strong spirit of partnership with a common goal of early delivery and continuous useful software.
Next Read: How an agile and scalable SaaS for long-term success
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