With any organisational change, the methodology’s introduction must be sponsored and led by senior management and then sustained until the change is embedded throughout the business and becomes the new normal.
“If there isn't this sort of willingness for change across all the parties involved in the end to end development lifecycle, including involved third parties, then existing methods may be preferable,” he said.
Agile methodologies are also not applicable in projects that are specified in advance. There is no need for Agile in building a house to a blueprint (although the mechanics of Agile can be used for task and project management), said UNE’s Irving.
Meanwhile, the Department of Human Services continued use traditional Waterfall processes continue to be appropriate for large enterprise-capable applications, said Brett.
“We have enhanced our Waterfall development processes by using the best of Agile development processes, for example, SCRUM meetings that allow for better communication across project teams.
“Stories from industry about getting product out faster than your competitors, even if it is flawed, is not an option for us and not in line with citizens’ expectations.”
Ultimately, Agile shouldn’t be approached lightly as it represents a significant change in the way business operates, requiring new systems, processes and skills, said Dimension Data’s Vandenberg.
“Such a move is a significant undertaking that occurs over time and requires strong leadership to sustain the movement and ultimately, embed a change. A move to Agile, however, can provide significant return to businesses, especially those seeking to introduce new services to market more quickly than their competitors,” Vandenberg said.
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