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Agile 2 - The Next Iteration of Agile (Paperback)
Loot Price: R523
Discovery Miles 5 230
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Agile 2 - The Next Iteration of Agile (Paperback)
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Loot Price R523
Discovery Miles 5 230
Expected to ship within 12 - 17 working days
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Agile is broken. Most Agile transformations struggle. According to
an Allied Market Research study, "63% of respondents stated the
failure of agile implementation in their organizations." The
problems with Agile start at the top of most organizations with
executive leadership not getting what agile is or even knowing the
difference between success and failure in agile. Agile
transformation is a journey, and most of that journey consists of
people learning and trying new approaches in their own work. An
agile organization can make use of coaches and training to improve
their chances of success. But even then, failure remains because
many Agile ideas are oversimplifications or interpreted in an
extreme way, and many elements essential for success are missing.
Coupled with other ideas that have been dogmatically forced on
teams, such as "agile team rooms", and "an overall inertia and
resistance to change in the Agile community," the Agile movement is
ripe for change since its birth twenty years ago. "Agile 2"
represents the work of fifteen experienced Agile experts, distilled
into Agile 2: The Next Iteration of Agile by seven members of the
team. Agile 2 values these pairs of attributes when properly
balanced: thoughtfulness and prescription; outcomes and outputs,
individuals and teams; business and technical understanding;
individual empowerment and good leadership; adaptability and
planning. With a new set of Agile principles to take Agile forward
over the next 20 years, Agile 2 is applicable beyond software and
hardware to all parts of an agile organization including "Agile
HR", "Agile Finance", and so on. Like the original "Agile", "Agile
2", is just a set of ideas - powerful ideas. To undertake any
endeavor, a single set of ideas is not enough. But a single set of
ideas can be a powerful guide.
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