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From mAgile
Agile approaches such as Scrum, XP ,Lean and others have demonstrated great success over the last 15 years. Thousands of people and organisations have now adopted agile and achieved measurable financial benefits and continue to do so. Customers are happier, management have time to breath and employees are said to be happier with increasing employee satisfaction indexes to prove it. You and your organisation can achieve this too – come with us to learn how.
mAgile, a multi Agile perspective
You need a wide perspective with multiple influences to achieve true excellence for your organisation. This means not giving heed to just one approach such as Scrum, Lean or XP, but to open your eyes to a multitude of possibilities. As an example, Scrum is an excellent tool, perhaps even one of the best in its class ever created, but it won't take you all the way. You wouldn't climb a mountain with a swiss army knife made for fishing, would you?
Agile is about several things. It is about finding flexible practices that actually work, and instilling the discipline to follow them. It is about empowering teams to organise themselves and take full responsibility for delivery. It is about discovery and realising that in the knowledge worker world we cannot specify what we want up front - innovation cannot be specified. Agility is also about taking the consequences and changing the organisation where necessary. The Agile manifesto states key principles and values. A number of approaches have emerged, the most well known today are perhaps Scrum, Lean, XP and (in Europe) DSDM Atern.
A common problem
As the various agile terms become ever more popular, more and more organisations try to run agile and are having some success but not quite making it. Projects crash with surrounding values and management cultures, projects are said to use “agile” or “Scrum” but are in fact changing nothing. There are Newspaper articles written about this or that project not succeeding in spite of using agile approaches. When we look closely at what happened we may discover there is no way this project could be called agile - an imposter! Other times there was no way an agile project could deliver in that kind of culture. Yet other times agile just was not enough or right in these circumstances.
Our purpose
Hence, there is a need to explain what Agile is in a broad perspective, within business operations as well as within software development. That is our calling - the purpose of mAgile.org -
to see the whole and explain agile in a broad perspective.
