CHAPTER 4: AGILE SOUNDS GOOD, BUT …
The decision to shift to (or even trial) a new way of doing business can be daunting for any organization. There may be inefficiencies in your current business process – and times when you wish that staff were more productive – but is this enough of an argument to forego the “devil you know” in favor of unchartered territory? Moreover, even if you are convinced that your organization has room for improvement, that does not necessarily mean that moving to Agile approaches is the answer.
The most compelling argument in favor of trialing Agile approaches is the fact that it costs the organization very little to get started. All you need is one project that is small enough to influence, but important enough that ...
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