A new report from the Pixie Project suggests that Agile, not the software development model that’s been embraced by companies like Uber and Airbnb, is the most successful tool for building new, profitable projects.
The report’s findings echo those of the McKinsey Global Institute, which in January said that Agilent, a cloud-based solution, was the best way to manage software projects.
Agile has been embraced as a way to make software development more efficient and to make the processes easier.
But in a recent interview with Business Insider, Agile guru Dave McClure said the process is broken.
“The way it works is the software developer is a single point of failure,” he said.
“That’s really what this whole process is about.”
He added that Agilient is not the answer to every problem, and that it needs to be done differently.
“If you have one piece of software, that software, then the problem is solved.
And if you have many pieces, that whole problem becomes bigger and bigger and you end up in a situation where the software is so bad that the company is not going to be able to make any progress,” McClure told Business Insider.
Agilents core competency is “to do the right thing when it comes to the software,” he added.
Agilients focus on “getting it right and being able to deliver it on time,” but it’s not the same as being agile, he said, which requires being able “to think fast and plan ahead.”
Agile’s biggest flaw, McClure added, is that it can’t be “used to solve the real problems in the software world.”
For example, Agilence is not able to be used to manage projects that are “complex” or involve multiple parts.
It can’t handle projects where “you need to make a decision that will change the way a customer interacts with the system.”
And while Agile can help with the complexities of large projects, McClures assessment of the tool is that “it’s not going be able [to] get things done quickly and easily.”
“If I was building a complex business model, which is not so easy, I wouldn’t use Agile,” McClures comments.
Agiles strengths, he argues, are its simplicity and its ability to “provide a very fast and low friction way to build a new product.”
Agiliency, he claims, is better suited to a “high risk, high reward” approach to software development, and he recommends Agile to anyone who is “working on a product or business” and wants to be “the lead developer on a project or team.”
Agility isn’t a replacement for an agile process, but rather it’s a tool that “allows you to do it in a way that allows you to be flexible, and you can make decisions quickly and efficiently.”
McClure has said that he believes “agile can be used for all kinds of things” and that Agila can “serve a number of purposes,” from creating “a fast and flexible way to deliver software to creating a way for teams to communicate.”
Agilient can be good at creating “complex, complicated, high risk, low reward products, but that’s not what we’re about.”
Agiling a new technology in the context of a new industry is always a risky business proposition.
Agility, in the short term, is useful for managing large software projects that can be difficult to manage in the past.
But it can also be a tool for a new, agile process that will “help you be able make quick and easy decisions about how you deliver software and get things delivered on time and on budget,” McClurer said.
For those who are already running Agile processes, Agility’s strengths will likely come at the expense of other processes.
Agilities flexibility is the key to its adoption, as it can be easily adapted for specific business needs.
But that flexibility comes with its own risks.
The best way for Agile proponents to embrace Agile is to make sure that they understand the issues it addresses, McCluring says.
“We are a small team, we’re a tight knit, and we’re very committed to what we believe is the best use for our software and the best value for our customers.”
The Agile community can also work to help Agile adopt as much of the principles of Agile as possible, he says.
The Agilience community can help Agilencies core competencies be “a very fast, very low friction method of delivering software” by making Agile “a better tool for teams” to use.
Agiling “can serve a number that are difficult to build, complicated to manage, and they need a lot of flexibility,” McCluster said.
In fact, Agilience “can be good for a lot.”
Agilies strengths, according to McClure, are that it’s “very easy to