Engel László az Agilitás helyzetéről (2017) | Sprint Consulting | Short version

Engel László az Agilitás helyzetéről (2017) | Sprint Consulting | Short version


I first learnt about the agile methodology
at various professional events. As a result, some of my colleagues attended
smaller trainings in order to get to know the methodology. When they came back, they enthusiastically
told the executives how great this methodology is, and that we should start to adopt it. When we did our own research in the professional
world, analysed some case studies, the message for us, IT executives, was that we need to
change. We need to change to a two-speed model. The main idea is that instead of the traditional
or we could even say conservative well-proven, or at least seemingly well-proven methodologies,
we need to switch to a higher gear and bring in a different approach. The agile methodology is a typical example
of this. As we have seen on a day-to-day basis, we
can see that the world has sped up. We have to switch to a faster gear. The business demands this as well. Of course they cannot tell us what methodology
to introduce, but we see their needs. Their requirements change rapidly and are
quite hectic. They do not have years to start a project,
they don’t have years to start seeing results from IT. We have to serve the business, we have to
fulfill the business needs. Moreover, I do not think that every small
detail can be planned. There is not enough time nor enough money
for that. An important aspect of change management is
to implement solutions. It may turn out that the processes the client
wanted implemented work differently. It may turn out that they want something else. It may turn out that the the anticipated budget
is not enough as requirements change. They usually grow. This obviously causes costs to increase. Then quite often projects do drag on. The planned time frames can’t always be kept. New circumstances arise which the business
didn’t anticipate. Business priorities might cause the project
to be suspended on their side, when business testing is stopped, when they can’t cooperate
with us. Because of these experiences we were expecting
a significant change, and had high expectations of agile. And agile delivered. The business is there and is involved much
more in the project. They are not only there for the contracting
and planning part, but throughout the delivery. We can introduce specific functionalities
while the project is still ongoing. This way the client, or sometimes us, the
delivery organization is able to enjoy the benefits of some modules. Both IT and the client have a sense of achievement
as they see functionalities working as expected. What they wanted is working, it’s not just
a theoretical model or design. Of course, when we introduced agile, we experienced
the motivation curve where everyone was excited at first, but then problems came up. This caused a short decline, however when
we got to the end and saw the results, excitement came back and everyone wanted to use agile
the next time as well. I have to add that this methodology cannot
be learnt from books. Consequently, I recommend the approach that
we used. We did not come up with this approach, but
were introduced to it by a partner who has mastered the agile methodology in Hungary. They infected us, in the best possible way,
with agile. The fundamentals are that we
have to do the first project together. The firm, who was and is still our business
partner in implementing agile, managed our first project, with us participating. I think this is a somewhat unusual engagement,
but it works very well. They manage the project while our team learns
how to do agile. And as we progress, they gradually step back. The largest secret is simply to start doing
it. It is important to see that in this fast paced
world and in this unbelievable profession, change is constant. You have to take a leap and do it. Otherwise, we would get stuck with a 3-5 year
old technological standard that I believe no IT provider can afford to do, neither internal
nor external providers as they would not be able to compete on the market. On the other hand, everyone has to accept that agile is teamwork. In the results it’s not a single person’s success, nor individual knowledge is what is visible, but the team’s effort. The business side is deeply involved in this. Agile brings the business users and customers so much closer than ever before. They are able to understand the IT side much better, and the end result is what they imagined, what they asked for. They cannot say that they got something different from what they wanted, but this is what IT implemented and now we are stuck with it. With agile, IT works together with the client to ensure that what the client wants gets delivered. I believe that similar IT executives will be watching this video and I wholeheartedly recommend agile. I wish them good luck and I am sure that agile will bring them success.

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