Article: What is Agility, and Why Should You Care?
Business moves fast, time is too valuable to waste it on the latest fad. Agile practices, however, have been around under various names for decades. They can make businesses rapidly responsive, making Agile worth a look in these times of change and uncertainty. Consultant Mishkin Berteig has helped numerous teams reap the benefits of Agile. In this article he tells of unexpected savings created by two Agile teams, and offers starting points for reading more.
What about contracts and multi-party coordination?
Re: What about contracts and multi-party coordination?
- avoid long approval processes that require chains of management in separate organizations
- put people in the same room together even if it means flying people around the world (that's inexpensive compared to the cost of mistakes due to mis-communication)
- use the "Scrum-of-Scrums" status reporting method where representatives of each team involved regularly share status
These techniques are not easy. They often take considerable management support to put into place. Even more important though is that they require TRUST among the parties involved. This is the underlying foundation for agile methods. It is relatively easy to establish a workable amount of trust in a small team in a single organization. It is much harder to do this in a multi-team, multi-organization environment. Nevertheless, in order to use an agile method, one must be able to establish trust.
If you are unable to establish "agile contracts" with your clients/suppliers, it is likely because of a lack of trust. I'm not an expert on agile contracting (I've focused more on single-organization agile implementations), but I do know that Mary Poppendieck has a lot to say on this topic (www.poppendieck.com) and that Toyota and their relationship with their suppliers is often held up as a good example of trust-based inter-organizational relationships.
How does CMM fit in an agile process?
Re: How does CMM fit in an agile process?