Agile-Easy-to-Explain-Hard-to-Do

I must confess that I am doing these days a lot of research about the Agile methods. I am very interested on it, and I am also writing a book about it applied to another framework (I can’t tell you more, it will be a surprise in the following months).

In my research, I have found a very interesting Keynote by Jochen Krebs on “Honestly Agile”, you can read it here. It was presented in the last PMI Project Zone Congress in Frankfurt (you can read its summary here).

Jochen Krebs says “Agile is Easy to Explain but Hard to DO!”.

Precisely I was reading the following news on the “World’s Biggest ‘Agile’ Software Project Close To Failure” (from this source):
“‘Universal Credit‘ — the plan to consolidate all Britain’s welfare payments into one — is the world’s biggest ‘agile’ software development project. It is now close to collapse, the British government admitted yesterday. The failure, if and when it comes, could cost billions and have dire social consequences. ‘Some steps have been taken to try to rescue the project. The back end – the benefits calculation – has reportedly been shifted to a “waterfall” development process – which offers some assurances that the government at least takes its fiduciary duties seriously as it should mean no code will be deployed that has not been finished. The front end – the bit used by humans – is still meant to be “agile” – which makes some sense, but where is the testing? Agile is supposed to be about openness between developer and client and we – the taxpayers – are the clients: why can’t we see what our money is paying for?'”
Of course on the other hand, we can find the following statement:
“75% of the people doing Scrum are not getting full value from it” – Ken Schawaber (co-founder of Scrum)


So, should Agile aproaches be combined with other waterfall structured frameworks?

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