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 report1 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. 

Stay tuned to discover our articles that will be published in the next weeks

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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    Nov. 19, 2020

    Introduction on hands-on guide to avoid pitfalls in executing an Agile project

    You are starting an Agile project and you do not know where to start? It is ok, we have all been there. There are many pitfalls to avoid making sure that your project starts on the right foot and this series of articles will help you identify them. 

    Lire la suite
  • Image de l'article
    What we believe
    Sept. 28, 2020

    Les 6 points essentiels pour réussir une démarche de conduite du changement

    Un challenge pour nos clients dans les transformations est de savoir s’engager rapidement et fréquemment sur de nouvelles routes, avec différents obstacles : l’ évolution des attentes consommateurs, l’intégration de nouvelles technologies, les changements organisationnels, … Aujourd’hui nous croyons que l’un des éléments essentiels pour la réussite de ces transformations est la capacité du client à être au volant dès le premier jour et à maintenir le momentum. Pour cela nous leur proposons un accompagnement à la conduite du changement, pour faire évoluer sa posture : le savoir être tout autant que le savoir-faire. Cet accompagnement s’appuie sur 6 convictions fortes que nous détaillons dans cet article 

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