Being Agile with Agile – A start-up need.
As most software projects seek better success rates (do you know the success percentage in the waterfall world?), faster time to market, and the ability to manage unpredictability with long-term project finances, the adoption of agile methodology has seen a significant rise.
Now, let’s juxtapose this with the current IT environment, where even the biggest brands are facing challenges with talent retention and acquisition—despite offering unprecedented hikes and compensation packages.
The path forward is clear: be agile with agile implementation.
As we examine what it takes to step into the agile world, the need of the hour is to look from the other side of the glass. We must deliver successful projects with rapid time to market while building the capability to manage change amid ever-evolving requirements in this dynamic world.
The model needs to evolve—and it has evolved successfully for us. We are doing fairly well in reaching our end goals, ensuring that we reap the benefits of agile while working with junior resources.
Yes, we are indeed walking a path of success—for our customers, for the new talent we are nurturing, and equally for our balance sheet, while also contributing to the growth and satisfaction of every happy employee.
So, how did we make it happen? It starts with the right building blocks. We begin with a well-defined strategy for recruiting talented freshers, followed by a carefully structured training program.
Does this sound familiar? It might—but the execution is very different. Tailored and targeted plans are implemented for small groups, mentored by our technical leaders, and inducting them directly into live projects.
This brings us to our second pillar: strong technical leadership. Direct leadership of the junior workforce has worked wonders for us.
Techniques such as pair programming sessions, frequent design discussions, and daily scheduled reviews and guidance have resulted in controlled rework and consistently high-quality output.
“Let’s get the agile implemented, all we need is a self-organizing, cross functional team of developers and we are rolling.”
So now it’s about binding everything together, bringing us to the final pin in our success, having strong leadership for executing the projects. Note we are talking leaders and not managers, carefully nurturing the talent, bringing the team together, channelizing their ‘individual strengths and skills’.
We are agile in forming a team, training, solutioning, adapting change, sharing workload, promoting diverse skills, and delivering common success.
