Given the appropriate conditions, Agile is extremely effective in the creation of business functionality in a rapid manner. However, as part of this rapid deployment, the Agile team strives to perform the minimal amount of analysis needed to perform any sprint. Given this, it would be high risk to put a piece of functionality into a production environment for rapid integration and analysis if an error in that product would have a substantial impact or would create a “domino effect” of obstacles for the operational business. The nature of Agile, with its tightly integrated knowledge work between technical and business personnel does not present a high risk of creating error-prone products (no more than other methodologies). However, the rapid change with which a product is altered as new functionality is added to Agile products can present business challenges to end users if not appropriately assessed ahead of time.

• A willingness to consider a very different approach

Agile is highly iterative, progressively adding pieces to a whole solution. The process involves working through plans for the current “sprint” of functionality production, as well as creating high level plans for the next sprint. Beyond that the plans are only loosely outlined, as a means of maximising the flexibility of solution development. This is a difficult concept to accept for those in the management team that are expecting to see – and direct – a planning process featuring a Gantt chart which shows what is going to be produced via milestones and by task, over the next 6 to 12 months. Flexibility and the ability to invest in a different work and management approach is necessary for project stakeholders when Agile methods are being considered.

• The “DNA” to deal with a bit of ambiguity

As discussed in the prior item, the Agile planning process is an intense rolling wave approach. As priorities are consistently assessed during the course of the project, pieces of functionality may be created and integrated in a different order than originally envisioned. In fact, some pieces of originally envisioned functionality may not be produced at all in deference to other business items that may be deemed more important since the original functions were outlined. Agile actually embraces this flexibility and responsiveness – those desiring a highly linear methodical set of objectives produced in tune with a pre-conceived schedule need not apply.
Agile is smart, savvy and responsive – but it is not a universally applicable approach to satisfying business and certain stakeholder needs. The most successful incorporations of Agile methods into organisations are done with a good up front filter, which includes assessments of the items discussed here, to maximise the probability of success in producing products with an Agile approach. 
Bob McGannon is a Founder and Principal of MINDAVATION, a company providing project management training, consulting, keynotes & coaching services throughout North America, Europe, the Middle East and Australia. Bob can be reached at MINDAVATION via the web at WWW.MINDAVATION.COM.AU, or via email at rmcgannon@mindavation.com

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