␡
- 4.1 Goals of Agile Process Maturity
- 4.2 Why Is Agile Process Improvement Important?
- 4.3 Where Do I Start?
- 4.4 Understanding Agile Process Maturity
- 4.5 Applying the Principles
- 4.6 Recognition by the Agile Community
- 4.7 Consensus within the Agile Community
- 4.8 What Agile Process Maturity Is Not
- 4.9 What Does an Immature Agile Process Look Like?
- 4.10 Problems with Agile
- 4.11 Waterfall Pitfalls
- 4.12 The Items on the Right
- 4.13 Agile Coexisting with Non-Agile
- 4.14 IT Governance
- 4.15 ALM and the Agile Principles
- 4.16 Agile as a Repeatable Process
- 4.17 Deming and Quality Management
- 4.18 Agile Maturity in the Enterprise
- 4.19 Continuous Process Improvement
- 4.20 Measuring the ALM
- 4.21 Vendor Management
- 4.22 Hardware Development
- 4.23 Conclusion
This chapter is from the book
4.13 Agile Coexisting with Non-Agile
There are many times when agile simply must exist with non-agile processes. This is the real world that many agile practitioners find so difficult to accept. We work with many large banks and financial services firms where agile must coexist with non-agile processes. This is often the case when large organizations must have IT governance in place to ensure that senior management can make decisions based upon adequate information.