Implementing Enterprise Agile: Rethinking How Things Get Built

Adopting an agile methodology requires a change in mindset – rethinking how things get built, tested and rolled out to the marketplace. Embracing agile will fundamentally change the way an enterprise-level organization develops software, affecting everyone directly and indirectly involved in product development.

The traditional waterfall model for product development is known for creating lengthy, linear projects that can result in a series of frustrating start-to-finish development sub-projects that can take years to complete, with less-than-satisfactory results. In contrast, the enterprise agile process often produces deeply-satisfying results, maximum business value, and client satisfaction in a matter of weeks.

Agile’s impact on how enterprises innovate is profound. It requires reinventing how development teams collaborate and how work gets approved. It means reassessing the value of speed and becoming comfortable with continual change.

Once you appreciate the level of change that agile and Scrum demand, there are two paths forward:

Implement agile within your organization, which provides the twin advantages of communication and timely development. Of course, implementing an entirely new way of doing things internally may require significant time and training to unlearn old methods, habits, and expectations. However, once an organization fully implements enterprise agile, it has complete control over the process. And when creators and decision-makers prioritize a values-driven communication process based on driving business value, the results should be done faster and with greater business impact.

Hire an experienced Scrum development team that can deliver high-quality results within the time frame you need to be successful. Because you’re utilizing a turn-key solution that already possesses the expertise, resources, and experience needed, you’re able to take better advantage of more immediate market opportunities. And because you’re using outside resources, you have the flexibility to easily scale in either direction as market conditions and opportunities change.

Large enterprise managers and product development team leaders used to employing traditional development processes such as the waterfall approach need to recalibrate how they think about innovation. Instead of creating a detailed RFP and a comprehensive list of requirements, they need to consider more closely, and in simple terms, what the user wants to accomplish and the best way to provide that. Instead of expecting a nearly complete, semi-functional prototype to test in (hopefully) a few months, stakeholders should require fully-functional product subsets that can be used immediately at regular intervals throughout the project to assess product value and help guide ongoing development. This kind of flexible, real-time, continual progress is fundamental to the enterprise agile approach and drives innovation further and faster than older, traditional methodologies.

The Scrum framework used in enterprise agile is specifically designed to counter the rigid, sequential, highly detailed and lengthy process that defines traditional development. Scrum’s iterative approach enables development teams to focus on incremental, short-term goals that are highly achievable.

Whether you choose to convert your internal development process to Scrum or select a qualified Scrum partner to handle the development for you, your enterprise organization will be equipped to roll out a stream of innovations smoothly, predictably, and quickly.

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Software Development Innovation for Large Enterprises