5 Reasons Agile May Not Be Right for Your Business

1. You mostly work on low-tech or no-tech tasks.

As understood while preparing for the project management certification- agile appears to be the ideal method for high-tech projects. Agile projects are ones that have tight deadlines, a high level of complexity, and are one-of-a-kind… That is, every client encounter does not include a revolving door of the same sort of activity. High-tech projects are the best match for this description, so if you’re working on them, go Agile. If you’ve never worked on these sorts of projects before, you probably don’t require Agile — at least not right now.

2. You or your company are resistant to change.

If your company is primarily “old school,” with project managers and techies who are used to things the way they are and seem to be resistant to change, you have a huge decision to make. Replace everyone with people who will buy into Agile or who are already “Agile” ready, slowly (or quickly). That will be the quickest method to adapt, but it will also be the most expensive and time-consuming. So it would be preferable to put the Agile conversion on hold for the time being — it seems like a lose-lose situation for the company.

3. No one in the organisation, including the PMO, is a PMP certified professional.

This isn’t always a deal breaker. However, without a project manager with a project management certification- project management office and employees, selling a truly Agile environment and viable project approach might be challenging. PMP stands for “dedication.” It denotes a tried-and-true method. It refers to processes that may be repeated. It connotes hard work, accomplishment, and a shared language. It will be difficult to get a customer if you go to a client and bid on a project with an entirely uncertified workforce. Although not everyone in the PMO needs to be certified, there will undoubtedly be clients who demand to hear the words “Agile” and “PMP” in the same phrase.

4. The majority of your organization’s requirements are both static and well-defined.

Without a question, Agile is most effective when applied to a project that truly requires it. And it’s frequently a project with a lot of ambiguous or shifting needs. Alternatively, criteria that are ambiguous from the start. Or a series of stages that the customer would want to be implemented one at a time. Agile is a fantastic solution in all of these cases.

I’m still convinced that, given all other factors being equal, Waterfall is the best option. It’s difficult to argue against Waterfall if there will never be any sliding or changing needs and everything is properly specified and low-risk from the start. A project without some kind of change, on the other hand, is unheard of. Waterfall is still a viable option. However, if you’re dealing with a lot of requirements ambiguity, requirements that need to evolve and be defined along the way, and a solution that has to be pushed out over time with increasing capabilities, Agile is the way to go.

5. Never need phases rolled out early on any projects.

I’ve already mentioned that a little bit above. If you’re in charge of relatively typical (boring?) projects that don’t require early functionality to be released to the public, end users, or whatever the target audience is, you’ll probably never need to make the huge switch to Agile. Depending on the company, change may not be quick or easy, and there will likely be some churn of skilled, experienced employees.So, if you don’t have to, don’t. Never undertake anything only to be able to label yourself “Agile.” Bring an Agile class in-house and then label yourself “Agile” even though you’ve never led an Agile project. It’s handy to have in your hip pocket, but you don’t have to convert completely if you don’t want to. It isn’t going to be easy or painless.

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