The Dirty Secret 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 4 explores a few practical challenges of Agile. The most common challenge is starting a sprint without adequately understanding the targeted stories. These sprints are not shortcuts to building better software in a short amount of time; rather, successful sprints need discovery. Sprints tend to fail when teams underestimate the complexity of stories. While Agile has surpassed the Waterfall approach, there are still aspects of the Waterfall approach that businesses can learn from, such as how the upfront study considers every aspect of the system. Exploration teams are needed to research potential projects; these teams must have senior-level employees who are typically in high demand, so funding for a permanent exploration team is ideal.

• Enterprise agility
• Teams
• Collaboration and teams
• Business management
• Leading teams
• Agile project management