You might not be successful in convincing your organisation to for an Agile transition!

So, what do you do next?

Yeah right! You would convince them to go along in an agile way in the non-agile environment.

Now, how and which strategies to imply to do so?

One understands the difference between the agile methodology and traditional methodology (non-agile method or waterfall). Comparing the two,

The organisation following the non-agile method or traditional method represents a sequential model of the process, step by step, stages are developed and the development team can lead further only after the completion of the first step and cannot look back.

Wherein, agile is an iterative approach, tackle the disadvantages of traditional methodology, it promotes incremental approach, involves regular checkups during the development phase, tracks the progress, enables organisations to make changes and tackle the issues if required.

Using agile in a non-agile environment is challenging, agile transitioning require changes in process, working practices and organisational culture. For successful adoption of agile, it must be aligned and adjusted to the culture, standards and constraints of the organisation. Doing agile in non-agile environment starts with adopting agile principles and practices.

So here are some ways in which it is useful to do agile rather than going for the non-agile methods,

• Agile increases the possibilities of completion of the project within estimated budget and time assigned to any project or task.

• Agile follows standard and structured project process and quality management project to deliver the right product.

• The agile way is a good thing as it increases the chances of meeting organisations desired goals and objective.

• Going agile even in a non-agile environment helps to achieve the project’s forecasted ROI, improve efficiency to implement responsive and adaptive strategies to manage organisational change effectively.

The strategies for doing agile in a non-agile environment includes,

1. Managing transition to Agile

   Managing the transition to agile includes outlining the plan, understanding the changes required, communicating those changes to the key-stakeholders, embrace the changes necessary to improve, establish and encourage agile work environment, start with small amount of changes, but don’t force though.

2. Encourage effective communication across teams

   Agile workings encourage verbal communication over written communication across different teams of the organisation.

   The agile activists must define roles, responsibilities, goals and objectives at the beginning of any project or plan, give clarification when required, encourage retrospective meetings to open-up communication channels between cross-functional teams and develop the habit of giving feedback frequently.

3. Avoid use of jargon for non-agile colleagues

   Though there are no issues in communicating the agile terms like “sprint”, “standup” and “iteration”, with the ones associated with agile wherein, to communicate to the team member who doesn’t belong to the agile team of the organisation, it is advised to avoid the use of jargon and develop the habit to communicate using general terms.

And, most importantly, the organisations must be adaptive than being predictive to successfully adopt agile in a non-agile environment.

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