Management’s support for Agile development is very crucial when there’s a lack of it, it becomes a common cause of software project failures. Management is sometimes surprised or unprepared for things to slow down as teams learn Agile. It may take years, not months, to implement Agile development fully into an organisation.
Some believe there is little or no planning with Agile. In fact, there is detailed planning. The difference with Agile is that planning is ongoing instead of a one-time event that gets signed off at the beginning of the development cycle, which occurs at varying levels of complexity and granularity.
A team should constantly focus on how they work, making sure that stories get done, & on how processes can be improved. In general, people don’t get continuous training for this, & it is just assumed that the average developer can do it ‘naturally’ or training the team only once will give them an Agile mindset.
It is essential that teams should be self-managed & united with a clarity of ultimate goal i.e., successful sprint delivery.
Founders often start with a great idea and think they have everything to make it a success. However, there’s only so much one can do and they need different skills to deal with different aspects of the business.
Startups can be hugely overconfident in assuming the market is waiting for them and will accept them with open hands. Thus, they fail because they don’t correctly segment their target market.
The team is EVERYTHING. Here are the most common mistakes that block creating a motivated team aligned to business growth:
Wasting time and focus trying to get all the skills in-house rather than using committed partners like Innovify to deliver the initial requirements, allowing owners to focus on the business side
It’s a big mistake to wait to publicly launch the product once it’s perfect. For example, startups spend (or waste) time and money building features which are the least important against the value proposition and delay the Go-To-Market date.