What is the true meaning of Agile Management? How do you communicate it? How do you determine whether a unit, a team or the entire organization is Agile? Notably, the ability to clearly and consistently answer these questions is critical in an organization’s successful running. One notable thing is that advocates have disseminated many different flavors of Agile. Though done with the best intentions, presenting these variants may lose sight of Agile’s essential. This resulting cacophony can make it possible for critics to conclude that Agile is perhaps just noise and confusion.
The Forbes article articulates that Agile Management is poorly implemented in an organization; it can give it a bad name. It is, therefore, essential to articulate the minimum viable requirements for true Agile. According to the Agile movement, it means understanding and accepting the twelve principles and four values of the Agile Manifesto of 2001.
Agile’s other approach focuses more on the software development aspect of Agile Management. The other distinguishing factor is that the concept further subdivides Agile Management and development into two significant disciplines; Scrum and Kanban. The idea of the two approaches is based on the Agile manifesto.
Agile’s Forbes approach is that the successful implementation of rigid principles and values in any organization is not necessarily a software development business. This means that the methodologies can evolve with time to cater to the changes in the business world.
The second approach defines Agile software development as a group of methodologies based on iterative development, where requirements and solutions evolve through collaboration between self-organizing cross-functional teams. The two methods that are widely accepted in Agile Management and development are Scrum and Kanban. Agile management promotes a disciplined project management process that encourages frequent inspection and adaptation. This approach encourages leadership philosophy, teamwork, self-organization, and accountability. Successful implementation of these methodologies aligns software delivery and development in business with customer needs and company goals. When an organization fully and successfully embraces Agile management, its benefits make the software more manageable and economically viable. This is possible because there is increased responsiveness to requests, and the features will be quicker with short cycles. The development teams also enjoy the development of more valued work with reduced non-productive work.
Forbes’s approach to Agile management mainly focuses on lifting the employees’ spirits and maximizing labor utilization. Division of labor is key in ensuring that these sub-divisions successfully implement the principles and values as stipulated in the Agile manifesto to the organization’s advantage.
The second approach insists on the sub-division of the development processes in software development to increase efficiency. This creates opportunities for regular inspection and adaptation of this high-quality software while aligning the development with customer needs and goals.
From the above representations, we can rule out that these two approaches are similar in many ways. Still, the difference is also visible in the implementation stage of the strategy. These approaches have to improvise to keep up with the competitive business world that has dramatically embraced technological development and social media. The Agile Manifesto was drafted in 2001, and from that time, major technological advancements have been incorporated in the running and management of organizations.