There was an interesting article in Computing this week – it alleged (after an extensive survey of one CIO, probably in a bar shortly after he’d been fired) that Agile was hugely more expensive over a system’s lifetime than traditional ways of running projects. “I wish I’d never heard of Agile,” wailed the unfortunate CIO.
At IndigoBlue, in addition to our good-looks, generosity and sexual dynamism, we specialise in two things. The first is, crudely, weaponising Agile; making Agile suitable for large organisations and complex programmes. The second is applying its philosophy, techniques and processes to strategic business change; how to apply incremental change across an organisation.
Scaling Agile isn't just about concern with managing bigger teams. It's also about longer term governance and management of the broader programme.
Agile Programme and Project ManagementScaling Agile to large projects demands balance between the ability to be responsive to change with an absolute business requirement for certainty requiring elements of predictive programme management and control.