Opening Remarks: This article is the synthesis of our experience as Agile coaches and data gathered from Agile practitioners in our network. We do not have the presumption to cover every aspect of Agile complexity. We are gladfully welcoming feedback to start a conversation on any aspects that might spark your interest. 

Introduction & methodology 


It has been almost 20 years since the Agile manifesto was published. Since then, theoretical knowledge has developed exponentially: a quick search for “Agile software development” on Google Scholar will give you ~240 000 results (as of early June 2020). If you are working in an IT department - unless you have been hidden in a WW2 bunker for the last two decades - you will have heard of it. Organizations you know have probably tried to launch or convert many of their existing projects to Agile, with more or less success. They might even have tried to scale up with entire departments adopting this new way to deliver software. Then, why only 16% of respondents of the 2020 state of Agile report (1) said their enterprise had a high level of competency with Agile practices? Why is Agile project execution still so troublesome? What are the most critical day-to-day issues hindering Agile teams to deliver maximum business value?  

 Exhibit 1: Successful Agile organizations show distinctive characteristics along 3 dimensions 

To answer these questions, we surveyed Agile practitioners from all level in the organization. We asked them to share their biggest impediments along three dimensions: Process, People and Technology. This allowed us both to identify quantitatively recurring impediments and to collect amazing real-life experiences of project pitfalls. 

Exhibit 2: The 3 biggest impediments to Agile implementation according to the survey respondent

In the upcoming series of 3 articles, we’ll share with you the main issues identified by our respondents as the main roadblocks in their Agile journey, as well as what we consider being symptoms of such issues and pragmatic practices that you can implement starting tomorrow in order to solve your day to day problems. 
Remember: to achieve long lasting performance, you will have deal with all three dimensions (People, Process, Technology) simultaneously, as they are closely intertwined. 

Pitfall #1: Losing faith in the team
Pitfall #2: Confusing agility and disorganization
​Pitfall #3: Hiding yourself in the basement

Pitfall #4: Underestimating planning value
​Pitfall #5: Not getting out of your Agile bubble

Pitfall #6: Being overwhelmed by technical debt
​Pitfall #7: Keeping old ways to test


Parutions récentes

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    Abécédaire d'Orphoz
    Oct. 26, 2021

    F comme Flexibilité


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    Who we are
    Sept. 21, 2021

    Que sont-ils devenus?

    En déjà dix ans d'existence, Orphoz a vu grandir bon nombre de talents. Nous avons décidé d'aller à leur rencontre et de les interroger sur leur nouveau métier.
    Merci à Claire, ancienne consultante chez Orphoz, qui dévoile les coulisses de son rôle de PMO et consultante interne en industrie.

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