It's no secret that Agile projects can go wrong, but do you know why they go wrong and how to avoid them? I could explain why I believe they will fail. Instead, let me explain the eight reasons why agile initiatives fail, as reported by over 4,000 of your colleagues, and what you can do about it.
Reasons why Agile Project Fails
Unfortunately, running successful Agile projects right away isn't always possible. In truth, there can be significant obstacles with the Agile approach that prevent firms from adopting it and can result in big failures.
So, what are the main obstacles to Agile management, and how can businesses overcome them to get the most out of this forward-thinking methodology?
- Lack of Cultural Transition Support -
Organizational values and norms evolve through time, and once established, they are adamant about not changing. Senior management has the most clout when it comes to transforming an organization's culture to one that values agility. Cultural reform requires tangible, active involvement at the executive level.
- Inadequate management support -
This is most often associated with "middle management." It's not uncommon for there to be a lot of enthusiasm for agile on the team level and general support for agile at the executive level in a poorly planned agile transformation, leaving project and programme managers, functional "resource" managers, and others in the middle of a messy "change sandwich." Without strong executive leadership, this management layer may feel isolated and revert to survival mode. Executive leaders must model the conduct they want their management team to exhibit, live the values they want them to adopt, and assist them understand how they fit into the changing organization during an agile transformation.
- Core Agile Values at Odds with Company Philosophy or Culture -
We understand that agile is first and foremost about "how you think," followed by "what you do." If your company's culture is either ignorant of or antagonistic to agile ideas and ideals, your chances of achieving success outside of isolated agile teams are small. Understanding how agile affects corporate values and encouraging that transformation is the first step toward broader agile adoption and more success with agile as a delivery method.
- External pressure is exerted on traditional waterfall processes to be followed -
This is especially frequent in large organizations, where agile teams and traditional waterfall teams are both working on the same portfolio. In such circumstances, agile initiatives are frequently grafted into existing traditional portfolio and project management (PPM) methodologies, rather than the PPM methodology being transformed to an agile approach. This isn't to say that agile won't succeed; it just means that it'll have to coexist alongside (and, to some extent, within) established methodologies. Two ways to facilitate that coexistence, as I point out in the white paper Get What You Want From Your Enterprise Agile Transformation, are to include people from outside the agile part of the organization in your planning, reviews, and retrospectives, and to agree on mutual organizational interfaces for the exchange of information.
- Inexperience with Agile Methodologies -
Agile is primarily concerned with how you think, but it also has an impact on what you do and how you do it. Teams who lack the capacity to apply basic agile techniques are more likely to have problems. It is money well spent to invest in excellent fundamental training in agile methodologies, as well as professional coaching on how to apply them properly.
- Team's Reluctance to Follow Agile -
When members of a team continue to define themselves by function, this is what happens (Dev, QA, etc.). When a team member with a "strong personality" insists on maintaining his or her position at the top of the pecking order, this can lead to team-level resistance. It boils down to a sense of loss of identity or control in both circumstances. To overcome these hurdles, executive leadership's effective impact on the culture and management team, rigorous training, and capable team-level mentoring are required.
- A More General Organizational or Communication Issue -
To reaffirm what we've discussed in multiple previous sections, agile's efficacy is contingent on larger and deeper corporate buy-in to agile values and principles than one-off teams. Miscommunication may happen as a result of this. The Agile project could quickly fall apart if there is a lack of transparency in the work method. As a result, members would have to commit to realistic timetables and collaborate to achieve shared objectives.
- Insufficient training -
Cutting corners on training is never a good idea, and it never results in a successful agile organization. Ascertain that everyone involved in your agile efforts has received thorough training. Do it as soon as possible. By the way, "everyone" includes your executive leadership.There are three types of "insufficient training":
- No training was provided.
- Not everyone who required training received it.
- Some/all training was provided, but it was inadequate.
- Communication infrastructure in poor condition -
Agile is all about communicating quickly and succinctly, speeding up decision-making, and effectively exchanging information. The word "siloed teams" appears frequently in Agile literature as something to avoid, as this is exactly what Agile is trying to avoid. However, in some firms, the linkages between different teams and levels of management simply do not exist — workers don't know who to talk to or how to do so. Agile project management will fail if communication fails.
- Goals that are not clearly defined -
With manager-led projects, the PM may be responsible for the entire project's direction. They keep everyone in the loop about what they're supposed to be doing, collaborating with the team and other stakeholders on a regular basis and making minor adjustments to keep the project on track. With Agile, it's critical for everyone to understand what they're working toward, as they'll need to be able to make decisions that will help them achieve their objectives.
- Leadership Failure -
When it comes to managing an Agile project, strong leadership is crucial. The Scrum Master (project leader) picked should have the ability, expertise, and experience of leading, overseeing, and executing project follow-ups. He or she should be able to remove any roadblocks that arise during the project and threaten its development. An Agile Scrum Master must also be able to provide clients and stakeholders with on-the-spot coaching while keeping politics and distractions away from the project team.
Ways to overcome Agile Failure
So, while converting to Agile project management isn't without risk, it's still a better option than traditional Waterfall project management.
Is there anything that can be done to assist more firms, particularly major enterprises, in effectively transitioning to Agile? Yes, it is correct.
- Pick the correct tools - Switching to Agile also necessitates the use of the appropriate tools. You can't expect things to stay the same if you use the same project management tools you've always used. To meet your evolving culture and aim, you must be willing to modify tools and methods.
- Concentrate on values rather than methodologies -
You can't begin an Agile transformation by concentrating on practises and methodology. Before attempting to execute your methodology, you must first define your business values. You'll wind up building the incorrect things if you don't.
- Hire Someone who has Experience -
It's not easy to make the conversion to Agile. You can't simply decide to make the transition one day. To avoid Agile failure, especially in large organisations, the proper people must be in place to lead the transformation. That implies you'll need to hire folks who have worked with Agile before making the switch. The move will be a lot easier with the support of agile specialists.
- Keep the Code in Mind -
Agile has its own language, and adhering to the proper language and norms is critical. Agile, for example, refers to quick 15-minute meetings as "standups." This implies you don't sit down, which helps keep the meeting short. As a result, don't term an Agile standup an hour-long "sit-down" meeting. Similarly, your leaders, often known as "Scrum Masters," are unable to micromanage team members. This is diametrically opposed to the Agile mindset. These factors contribute to Agile failure, however they aren't actually a component of the Agile methodology.
- Don’t start quickly -
Don't make a hasty transition to Agile. It's a good idea to switch to Agile, but you should take your time, especially when it comes to adjusting to the new culture. So, to get a feel for Agile, start small. As you gain experience with modest projects, you may expand on your success and continue to use Agile effectively.
Conclusion
If you're having trouble overcoming any of these obstacles to agile success, you're not alone. The underlying theme of these barriers is that they may be linked back to organizational cultural concerns. There's no avoiding the need for strong senior leadership, good training, and effective mentoring in order to achieve significant and long-term agile success. Agile changes are difficult for both organisations and employees to achieve. Remember that there is no one-size-fits-all approach to becoming agile in any firm. You must establish your own path to long-term progress and assist your organisation in moving toward agile transformation as a goal.
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