Mar 192013

Recently there have been rumblings within the industry along the lines of “what’s next after agile?” and “what does the post-agile landscape look like?” These rumblings reflect the challenges organizations face when adopting agile within an enterprise environment. Although popular, Scrum only provides a small kernel upon which to build an agile strategy, leaving you with the heavy lifting of tailoring an end-to-end agile strategy that reflects the realities of your environment. Worse yet, the simplistic strategies promoted by agile purists sow seeds of confusion and doubt amongst people still struggling to adopt an agile mindset. Beliefs that agile requires small co-located teams, downplays architecture, delivers no documentation, doesn’t work in regulatory situations, and doesn’t support governance, are common. Yet those beliefs don’t reflect reality — disciplined agile teams are in fact succeeding in these situations.

Organizations that are successful at adopting and applying agile techniques effectively are going beyond Scrum and Extreme Programming (XP), and adopting a truly disciplined approach. This approach is captured in the Disciplined Agile Delivery (DAD) process decision framework. The framework is a people-first, learning-oriented hybrid agile approach to IT solution delivery. It has a risk-value delivery lifecycle, is goal-driven and enterprise aware, and provides a foundation from which to scale agile. DAD adopts strategies from Scrum, XP, Agile Modeling, Agile Data, Kanban, DevOps, and many more, providing advice on how to apply these techniques together in an effective manner which reflects the situation faced by the team — one process size does not fit all.

An upcoming issue of Cutter IT Journal with Guest Editor Scott Ambler, will address the benefits, challenges and implications of adopting and applying disciplined agile strategies for enterprise software delivery.

Topics may include (but are not limited to the following) with regard to adopting a disciplined agile approach:

* How can a DAD project be successfully initiated?
* What challenges might an enterprise face in applying a DAD approach?
* What does a full agile delivery lifecycle look like in practice?
* What does it mean to apply a “hybrid agile” approach? e.g. think beyond the “Scrum+XP” box.
* In what situations would DAD not be the optimal approach to software/IT solution delivery?
* How do “enterprise aware” teams work with enterprise architects, reuse engineers, portfolio managers, and other enterprise professionals in practice?
* What cultural roadblocks might hinder the use of DAD and how can they be overcome?
* How are architecture issues addressed on a DAD project?
* How does the role of Product Owner change for large and complex agile projects?
* What roles and team structures are you actually implementing on DAD teams? Do you have business analysts, architects/architecture owners, independent testers? When do you need, or not need, such roles?
* How are you applying disciplined agile strategies to large teams/programmes?
* How are you applying disciplined agile strategies to geographically distributed teams?
* How are you applying disciplined agile strategies in regulatory compliance situations; in CMMI environments; in outsourcing/offshoring situations?


Please respond to Scott Ambler, sambler[at]cutter[dot]com, with a copy to itjournal[at]cutter[dot]com, no later than 1 April 2013 and include an extended abstract and a short article outline showing major discussion points.

Accepted articles are due by 1 May 2013.

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