4 Misconceptions About Agile Development (in a non-software context)

If you’re unfamiliar with Agile Development* or processes, let me give you a quick overview. The traditional use of the word agile, and agility, does still apply here. Being flexible, nimble, able to react and adapt as new information comes in (in marketing, this would mean pausing your regularly scheduled content to post about a current event**) are cornerstones of Agile processes.

The basic premise is a focus on team accountability rather than personal accountability (though that is still incredibly important to the team), and a more lean approach to project management. Think of traditional work as a team like a track meet—tasks are dependent and daisy-chained in a way that the next person cannot begin their task until they are handed the baton from the first person. Agile frameworks function differently.

One of the greatest challenges in converting a team to the Agile lifestyle is loss of individual identity (or role identity). Team members no longer have one responsibility, area of expertise or  task set. They are cross-trained and also working concurrently, which means teams aren’t held in limbo awaiting one piece of the puzzle. Capacity and therefore timelines are improved, individuals are more communally responsible and expected to collaborate more (they, too, become agile).

Members are also involved in the planning and execution of the project, so they have a greater sense of ownership and see the project as a whole picture with a unified vision. Team members are no longer disjointed parts of a bigger idea, and they see results from their direct impact.

MORE MOVING PARTS IN A PROJECT ACTUALLY MEANS FEWER MEETINGS

The fear is that, with people taking on new roles and having more ownership in the project there will be a greater need for...

Read the rest here.