The goal of agile programming is to provide early and continuous delivery of valuable software. It is an iterative software development methodology, against the more traditional linear methods. Being an interactive approach, it enables developers, users and managers to create project requirements collaboratively as they go along; instead of the traditional method where requirements are pre-agreed.

However, agile is more of a collaboration among the different individuals of a team, rather than a rule set. Implementing in a rigid corporate environment can be difficult. Flexibility is the key, and you need your developers, managers, consultants, and users to embrace it. However, there are some necessary tips required, focusing on achieving the most out of an organization's agile team.

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By Damian Fasciani, General Manager - Customer & Technology Operations, Australian Unity

Organisational Agile programming requires frequent, detailed feedback from users. Users may be reluctant or hesitant that they will not give useful feedback since this is new to them and most often, they will hesitate as they fear criticism from peers. Therefore, empowering the users should be the first initiative that should be dealt with by the agile team of any organization. Moreover, with traditional top-down project management, there is a little room for change as everything is defined up front.

As a result, many successful programmers develop work methods and attitudes that differ significantly from the fundamental approach of agile programming. Organizations should create an environment where developers can feel secured against whatever they offer and propose. Having developers meet user champions is empowering for both, and a little communication training can make a big difference.

This type of team is a cross-functional assembly of people that will always have everything, and everyone required to deliver a perfectly functioning tested increment of product. As a rule, it is highly recommended that they should be not moved, whether it is between or across teams, as demands ebb and flow, which could lead to the breakdown of the entire set.

Agile development expects that every person on the team is flexible and prepared to make adjustments and arrangements as the project advances, including users, developers, the management, and consultants. Therefore, all teams have the underlying ability to shift towards the agile approach if it adopts this flexible attitude. Success depends on a strong sense of collaboration with a shared purpose of swift and continuous delivery of valuable software.

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By Andrew Nimick, GM Digital Development, NZME