Why Agile

Adopting Agile is not a choice, it’s a matter of survival.

The reason?


Simply put these companies failed to stay abreast of technology, consumer requirements and innovation in their field.

They were constrained by the wring fenced Theory X Management style with command and control principles at the core of their philosophy, which was  the order of the day.

In order to survive in this obstinate world, we must innovate and adapt to continuous change.

Agile accelerates software delivery time from conceptualization to customer deployment.

Agile software development is a group of software development methodologies based on iterative and incremental development, where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams.

It promotes adaptive planning, evolutionary development and continuous delivery; time boxed iterative approach and encourages rapid and flexible response to change.

It is a conceptual framework that promotes foreseen interactions throughout the development cycle. The Agile Manifesto introduced the term in 2001.

Agile management methods can also be applied in other development projects than software product management. Agile allows teams to become autonomous entities which has the ability to self organize and has authority to make certain decisions amongst the team. The decentralization of decision making to the team is an intrinsic motivator to members of the team as it allows them to practice their autonomy, mastery and purpose – all key factors in creative software development.

People are inherently motivated and creative, but the way society is impacting on our daily lives removes this creativity that we were born with, incorporating fear of creativity and in turn innocation.

People should rather be motivated by their intrinsic motivators such as Mastery, Autonomy and Creativity; as apposed to external motivators such as bonuses or cash (Dr. W. Edward Demming). The money factor should be off the table to start with so that members of the team can focus on the work and not on money problems.

Twelve principles underlie the Agile Manifesto, including:

  • Customer satisfaction by rapid delivery of useful software
  • Welcome changing requirements, even late in development
  • Working software is delivered frequently (weeks rather than months)
  • Working software is the principal measure of progress
  • Sustainable development, able to maintain a constant pace
  • Close, daily co-operation between business people and developers
  • Face-to-face conversation is the best form of communication (co-location)
  • Projects are built around motivated individuals, who should be trusted
  • Continuous attention to technical excellence and good design
  • Simplicity
  • Self-organizing teams
  • Regular adaptation to changing circumstances

Why Agile?