I’ve spent the last few years consulting at a large enterprise retailer that has traditionally managed IT projects using a waterfall methodology. It made sense—being so large, the company is very silo’d with separate IT departments for different functions and a strong business operations team that constantly gets feedback from the field. A structured requirements and design process with very specific scope was a necessity, as budget was allocated to “projects” at the beginning of each year.
But a few months ago, some of the IT leadership started to push for projects in the new year to be managed with an agile methodology (which included the teams that we were working with). I had a lot of doubts as to whether this would work or not, mainly due to the size of the organization and because only a portion of IT was to use agile.
Some of our team members have had experience with agile in smaller organizations, usually startups, but this is a different beast. As one of my friends often jokes: “Agile is just waterfall without requirements and design.” I thought that’s what it was going to be, but a couple of months in, our progress has exceeded my expectations. Read More