To have a competitive advantage over the peers, enterprises desire to speed up their delivery process by implementing agile practices. However, their attempts are going vain as they fail to hold on to the principles that make up a value strategy.
Using an agile software delivery model has become the norm in today’s IT organizations. The goal of implementing agile practices is to accelerate the deployment of software tools. It also enables enterprises to effectively manage the constantly changing priorities in the process and, last but not least, to increase the team’s productivity.
However, the current scenario depicts a different picture of agile practices. Many enterprises are failing to achieve their goals as they don’t want to acknowledge the problems in their agile practices.
There are still many enterprises across industries that think they have successfully implemented agile methodologies. But, after having a closer look, they have done nothing but change the names, e.g., renaming project managers as Scrum masters and renaming the workgroups as tribes. The change in the terminology doesn’t reflect that the new title’s responsibility hasn’t changed.
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Below are the bitter truths that CIOs need to swallow to change their approach and truly become more agile:
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Not providing training to Technologists
In today’s rapidly changing marketplace, enterprises want to get their hands on the latest and the best technologies available in the industry. They feel they empower their employees with a comprehensive range of technologies that will enable them to become more productive.
However, integrating these technologies into the infrastructure instead of easing the employees’ pressure, further precipitates the challenges as most technologists struggle to adapt to the latest tools and technologies.
Hence, it is essential for CIOs to have a brief discussion with their employees with regards to tools and how much training they require in order to utilize the technology to its fullest potential.
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Letting teams choose their own Technologies
Giving freedom to employees without micromanaging and doing their work seems to benefit enterprises across industries. Not interfering in the staff approach to perform their duties in the way they prefer is one of the thriving ideas. But, there is a downside to this approach.
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Teams within the project often choose different tools, such as CI/CD tools, with some utilize the open-source solutions while others opt for solutions offered by various vendors. Even though the end results are the same, their approach to solving the problem in hand is different. It ends up affecting agility as some teams successfully deliver the outcomes, while others struggle.
Hence, it is crucial that CIOs provide them a set of standardized solutions such as tools and an environment that will result in them achieving uniform success rates, relieving the developers of the extra burden.
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Believing some rules don’t apply them
Agile frameworks, like every other methodology, recommend acting on a list of best practices.
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However, many enterprises believe that some rules don’t apply, to assure a set of practices. They believe some departments can be exempted because their processes are distinct, and the rules of agile methodologies won’t be applicable. Not following the recommendations of best practices results in them not seeing the desired results of agility in all processes.
Therefore, CIOs should develop initiatives that all the departments in the enterprise can operate in using agile practices in their own unique way.
