Holistic Challenges of Agile

The Agile Manifesto offered a philosophy for accomplishing technical work efficiently; The Agile Enterprise builds on the previous text and outlines how to apply Agile concepts throughout an organization. Filled with real-world examples, this book will show students how to break large problems down into smaller, manageable ones; assist managers in finding their value with self-managing teams; and help executives track and recognize success in their businesses. Several methodologies are outlined to help teams operationalize Agile ideas. Organizations should adapt these methodologies to their own circumstances and remember that, with Agile, individuals and interactions are the key, not tools and processes. Chapter 3 describes how Agile can be applied to departments other than software development. Some Agile methodologies, such as XP, cannot cross over to nontechnical use, but Scrum can be used by nontechnical teams. A case study using an Agile approach to hiring is offered. One main aspect of Agile is chunking work into smaller tasks that are able to be accomplished quickly; this allows for the concept of failing fast-if an idea does not work out in a short timespan, it does not cause too much pain, and there is still the capacity to change direction. Teams should avoid focusing too much on Agile methodologies and focus on Agile principles instead. Transitioning to an Agile mentality will require senior management support; leaders should work with teams to create processes that best fit their needs.

• Collaboration and teams
• Leading change
• Business management
• Change management
• Enterprise agility
• Agile project management