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Agile has bred new ground for Tool vendors, Process Gurus, and other such specialists. However, this influx of “technology” has not created the process improvements promised for most projects.
In this presentation, we debunk the myth that Agile can be successful in an organization simply by choosing a new tool set or designating Agile Masters of various varieties.
We first review the tools that are useful; they are simple and lightweight. Likewise, metrics are important to understand progress, yet they, too, are simple and lightweight. Several such metrics are suggested, and illustrated with actual project examples to reinforce their value (despite their simplicity).
We move on to suggest management structures that are different from traditional structures, and suggest rationale for the shift. This shift also suggests that welldefined job responsibilities can also interfere with efficiency rather than the opposite technique. It is too easy to suggest seniority aligns with mastery of our discipline, and we outline an efficiency model to judge the individuals.
We conclude with an analysis of the efficiency of creating highefficiency individuals, and suggest the team environment, not the classroom, is the proper crucible for rapid improvement.
(Presented at Agile India 2013)