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Don’t Fall Prey to These 6 Myths Around Agile

With popularity, comes rumors, and so are some myths around agile. Though it is a popular framework, people form wrong ideas and blame it on agile when they fail. Soma Bhattacharya and co-authors have posted 6 agile myths that you must not fall prey to in this article.

Filtering Out the Agile Myths

Agile brings in agility but it has a framework and standards too. Most of the organizations and teams tend to misuse the flexibility it provides which results in catastrophic situations. To prevent such incidents, do not fall prey to the following 6 myths around agile:

Tools Are the Answer: With a distributed team, you leverage tools to connect every member but that is not what agile is all about. Sticky notes and a whiteboard can make you follow the methodology successfully too. It is the mindset that matters.

It Is Normal to Change Requirements During a Sprint: While you must acquire adaptability, frequent changes can derail the project as a whole. If the product managers and sponsors change their decisions every day, team morale will be hurt. For fear of today’s work getting rejected tomorrow, they will not be encouraged to invest their energy.

Data Does Not Need Tracking: Agile might make you fast but it requires data to understand and analyze project activities. Retrospectives at the end of every sprint allow you to analyze that data and correct project path, if necessary.

It Is Unpredictable: Pro-waterfall enthusiasts would say that the traditional methodology was much more predictable. Agile is predictable too but the results come faster. You need to capture the right data to understand the trends.

No Time to Think: Some leaders think that the methodology does not allow room to think things through. Create an enabling environment and encourage people to speak up should they face challenges. The team culture should be more open to feedback to be true to the framework.

Micromanagement Is the Key to Success: Majority of the leadership prefers agile because they think it allows them to control teams. The process was about enabling people to commit to their tasks and deadlines better. The management and agile coaches must rectify this thought soon.

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