Ever wondered why big organisations seem so risk-averse and rely so much on heavy-handed governance to protect themselves from spending shareholder money unwisely? Did you also ask yourself why this approach simply introduces a different type of risk, and is there a better way? If so, read on …
Sometimes adopting agile practices can be a precarious activity, a balancing act, and without the right training or support, like walking blindfolded across a tightrope.
No matter how attractive it seems to just dive in and get started, it still makes sense sometimes to pause first and make sure it is the right thing to do.
As I have worked on the ‘Agile Extension to the Business Analysis Body of Knowledge‘ over the last year, I have repeatedly come across the assertion–by many agile practitioners–that we no longer need gate meetings on projects. From my experience in leading project governance this confused and concerned me, so I have looked into this and believe I have discovered why this perception has arisen, and more importantly have concluded that gates and governance are vital and need defending.
At the Agile2010 conference in Orlando the International Institute for Business Analysis (IIBA) released a draft of the Agile Extension to the Business Analysis Body of Knowledge (BABOK) — introducing how business analysis on agile projects changes from traditional/waterfall approaches.