Faster, Better, Cheaper. That's the way agile is usually sold. Faster delivery, with better quality and lower cost. That's the pitch I hear over and over from people trying to get organisations on board with agile. It's an attractive pitch too. Who wouldn't want something faster, better and cheaper? The only problem with the pitch is that it's not really true. Not initially anyway. Agility will eventually get an organisation delivering faster, better and cheaper but, at least initially, it will be slower and more expensive (it will usually be better quality though). It may well stay slower and more expensive for a long time if the organisation has to overcome a lot of legacy (not just code but culture and processes as well).
So when the organisation goes to measure its new agile initiative and finds that it's not getting what it was sold, questions get asked. And well they should. The first is usually "Why?", to which the standard answer is "cultural change is hard....", the next is usually "When?", to which the answer is usually a shrug and some more about how hard cultural change is. This is often the point where the senior leaders that were really keen on agile, suddenly stop being keen on agile and organisational support vanishes. Given the length of time it takes a big organisation to get to faster, better, cheaper with agile, we really do ourselves no favours by using that as our selling point. What we need is something we can have an immediate (or at least relatively quick) impact on, that is also going to have a positive impact on the business. Fortunately it exists - risk. Agility should be sold as a means of reducing risk.Read More