It was in the 90’, when the then rapidly developing computing industry suffered from staying behind the always growing needs. Businesses grew faster than innovative projects could be implemented. The phenomenon was called “application delivery lag”. The projects, which had been taken up at the beginning, were due to meet the end sometimes 20 years later. Imagine receiving a package with your order made 20 years ago! Anyone still storing data on floppy disks…?
Then on February 11th 2001, seventeen people from the software industry met and established 12 principles of project management. Since the nature of this work field is marked by rather rapid information flow, the Agile Manifesto soon became the point of reference for most of the IT professionals who next contained with their agile flair their colleagues from other departments.
People no longer a value – they are simply important
You do not want to wait with graphics until your copywriter finds this one perfect key word which will finish the website… You want people to communicate their ideas fluently and on every step for the proceeding to go on. And that’s what agile is about – acting. Moreover, agility is a mindset, not a toolkit with neat and clear directions but an attitude. A change from “people are the most important asset” to “people are the most important”. Listening to clients and engaging them in the development process is a picklock that opens many business doors. In VECOTR BLUE HUB, for instance, the tech labs are always prepared for the clients who can visit them and bring some new ideas in the project. It develops together with changing needs, not with the plan made years ago.
Sometimes, however, the old methods still prove to do well in some predictable tasks. Not all projects are suited to agile management. Agile holds good if directions have not been specified or a lot of modifications are in the way – it is cheapest and fastest. In other case, waterfall might be an idea.
“You don’t need any agility in assembling the same component the hundredth time – you know every step how to do that, and that’s waterfall planning,” says Dominika Rogala, Software Engineering Manager. “Like building a house – you have to wait for the tiles in the bathroom until you erect the walls. And it is totally fine, if this is the most efficient and cheapest way of production now.”
Agile, however, in a way let us do both. It means that you could put the tiles and build the walls simultaneously. Following this logic in the engineering of electronic devices, before you set yourself up to the finishing and production, you have already ended up with prototypes. Moreover, your clients may come to a realization that the prototypes seem fine and they are okay with them already. They may make use of them! This scenario is possible thanks to the rule mentioned above. You engage clients in the project so you meet them halfway and inform about its status. It should be regular, brief and concise. And the honorable gathering of the seventeen left also some hints on this.