Agile in the Enterprise: To Succeed, Avoid the Fundamentalists

Myth vs. Reality – Thoughts?

  1. Individuals and interactions over processes and tools
    > While this is great for small teams or start-ups, inside enterprises, a lack of alignment in different levels often generates more heat than results.
  2. Working software over comprehensive documentation
    > If taken too literally, a radical agilist might despise any documentation, which in the long run lead could lead to impossible recovery.
  3. Customer collaboration over contract negotiation
    > Enterprises, however, cannot afford to have zero visibility about deadlines and the productivity of agile teams.
  4. Responding to change over following a plan
    > A team that is not capable of measuring its own performance and understanding what’s affecting it is not as effective than those that do.



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