Requirements are key drivers. Agile can put meat on the bone. But the


bone is still required. Andrew de Bray, a 12- year veteran of CTRM implementations, put it this way: “Agile is good when there is an agreed set of requirements and features, even if the nth


degree of detail is unknown.


Without that consensus even an adaptive approach will eventually run out of time, money or both.” One measure of the success of Agile is its


stickiness. How willing are organizations to revert to Waterfall after adopting Agile? The answer is not at all at British Telecom, Google and Lockheed Martin. Each firm has specifically addressed this question in the press. Prashant Shah, a risk management specialist with Deloitte, has a first-hand story of an IT group which had adopted Agile. They made it crystal clear to the vendor and system integrators that there would be no going back.


Agile development methods will be used on 80% of all software development projects


There are compelling reasons for


optimism about Agile. Gartner predicts that by the end of this year, Agile development methods will be used on 80% of all software development projects. PMI has the use of Agile tripling between December 2008 and May 2011. And research is demonstrating fewer defects and greater team productivity – all leading to the delivery of greater business value. So a solid business case underpins the frothy exuberance. Adaptive methods are likely to persist. I’m


not so sure about the ninjas. Perhaps in the not too distant future,


you’ll look through your business card collection and smile when you see that 2012 Scrum Manager card. “I wonder if I could trade it for a 2008 Six Sigma Evangelist card?” •


Larry Hickey is a Managing Director with Aneris XTRM and frequent


contributor to these pages. He has spent


the past 14 years implementing industry- leading ETRM solutions. He is regularly called upon to turn around troubled projects.


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