IT teams that try to use agile processes without notifying other departments are more likely to hamper 'agile' as a concept than those that try to carry out too many agile projects.
This is according to Finnbar Joy, chief technology officer at William Hill, who was responding to research from consultants CEB claiming that companies running too many agile projects can become bogged down and can reduce the pace that agile was supposed to provide.
Joy believes that this can be true for any type of project, but that the organisations on which CEB based its research were probably places where IT tried to implement agile on their own.
"If you tried too many [agile projects] it could slow you down. That's true for all projects, whatever technique or operating model you're using. The fact you're using agile is not particularly constrained," Joy told V3.
"If you're not managing your demand, or how your organisation can react to that demand, too many agile projects will make you hit a bottleneck. But that whole problem reflects an IT team that is trying to pull off something under the hood, rather than an end-to-end organisation that is remodelling how it operates."
Joy suggested that some corporate IT teams may think of agile as a "funky" concept that they want to try, but they don't affect the whole organisation. They therefore end up merely optimising a small element of their own team or project.
"IT teams that do that in isolation are probably on a hiding to nothing, in that they are trying to get instant results rather than trying to tell [and help] the whole organisation," he said.
Shop Direct CIO Andy Wolfe told Computing last year that organisations trying to use agile for every single project will run into roadblocks.
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