In our latest podcast episode, we had the honor of speaking with Derk-Jan De Grood, an experienced consultant on Agile transformations and software development about Agile in the IT world.

>> You can listen to this podcast both listen as well as watch it! Enjoy the insights and learning moments that Jürgen Meheus and Derk-Jan De Grood share about Agile in the IT world. <<

What is Agile in the IT world and why do people engage with it

We had a special conversation with Derk-Jan De Grood, an experienced consultant in the field of Agile transformations and software development. We talked to him about his experiences, the benefits and challenges of Agile working, and how organizations are adapting to the rapid developments in the IT world.

Who is Derk-Jan De Grood?

Derk-Jan has been involved in guiding organizations in Agile transformations for over a decade, helping teams get more out of their software development. Although he is often asked to go into permanent employment, he continues to choose the dynamics of consulting. It gives him the opportunity to help different companies and take on new challenges each time.

Agile: What is it and why is it relevant?

The conversation quickly turns to Agile, a topic in which Derk-Jan specializes. Agile is an approach to software development that has replaced traditional, rigid methods. Teams used to work sequentially: a long analysis and planning phase, followed by a lengthy development period. Projects could often take years, and by the time the product was ready, demand had changed or the product was obsolete. Agile offers a more flexible framework that helps organizations respond faster and better to changing demands and circumstances.

The difference between theory and practice

The theory of Agile often differs from how it is applied in practice. This is because of the scale of organizations and how Agile is implemented. Some companies stick tightly to the book, while others put their own spin on the method. “Agile is a framework, not a ‘one-size-fits-all’ solution,” he says. Each company has to learn what works for them and how to improve their processes. It’s about continuous learning and adaptation.

The challenge of documentation and communication

methods required extensive documentation, but within Agile this is no longer always necessary. Derk-Jan explains that documentation is still important, but it is not a top priority. “Working software is more important than extensive documentation,” as stated in the Agile Manifesto. But he also emphasizes that this does not mean documentation can be completely ignored, especially in high-risk environments such as medical or aerospace.

In addition, the challenge of communication in Agile teams was discussed. Derk-Jan indicated that good communication is crucial to avoid misunderstandings. When teams work in different locations or even work from home, as we saw during the pandemic, this can hinder collaboration. Agile can only be successful if all team members communicate and collaborate well, whether they are physically in the same room or working remotely.

Testing in the world of Agile

As a tester in an Agile environment, you have to be constantly flexible. You walk “in cadence” with the development teams, so to speak, continuously testing new functionalities. However, Derk-Jan notes that many organizations still lag behind in the area of test automation. This leads to manual tests that are not always finished in time for quick releases. “You have to continuously invest in automation,” says Derk-Jan. This is especially important if, like many modern companies, you want to release to production daily or weekly. Manual testing is then simply no longer feasible.

The cultural differences and challenges within Agile

Interestingly, Derk-Jan also brought up a story about a conference he had given in Korea. There he noticed how cultural differences can affect how Agile is implemented. In hierarchical cultures, such as Korea’s, it can be more difficult to embrace the Agile mindset, which is based on equality, open communication and challenging ideas. This shows that Agile is not just a set of tools and techniques, but a way of thinking that can sometimes produce clashes with cultural norms.

The future of Agile and convincing organizations

Finally, the interviewer asked how to convince a traditional organization to move to Agile. Derk-Jan acknowledges that this can sometimes be a challenge. Often it is the culture that is an obstacle, but he emphasizes that the benefits of Agile – such as faster response to change, better collaboration and higher productivity – can ultimately convince organizations.

How do you convince people to go along in Agile?

Convincing people to embrace Agile is often a challenge. After all, as humans we are naturally inclined to stick with what we already know and do. As an organization, you may have the intention to adopt Agile, but ultimately that change must take place on the shop floor. This is often where the biggest challenge lies.

In fact, the idea of convincing people can be counterproductive. Rather than trying to convince people, you should guide them in understanding the benefits Agile can provide. If an organization truly believes that certain problems need to be solved, as an Agile coach you can help get them thinking about how Agile can assist in that solution. The transformation usually begins by looking at the pain points an organization is experiencing and analyzing how Agile methodologies can alleviate them. This can be done, for example, through audits or assessments to identify where the biggest bottlenecks are.

In some cases, the need to implement Agile comes from the top down, such as from management. This may happen because competitors are also adopting Agile, or because there is a general trend in the market. But even when management makes a decision to implement Agile, support must be created on the shop floor. It is often effective to let the teams themselves experience how Agile can help them in their daily work processes.

Most importantly, an organization must be willing to change not only the teams, but also the management. You often see that managers want their teams to work Agile, without adjusting their own roles and ways of working themselves. This creates friction and can significantly hinder an Agile transformation. In some cases, an Agile transformation can even become an HR problem, especially when certain employees are unable or unwilling to adapt to the new way of working. It is essential to manage this human side of change well, for example by discussing future prospects and possible dismissal in a timely manner.

How do you scale Agile within larger organizations?

For smaller organizations, it is relatively easier to implement Agile because the teams are often small and agile. In larger organizations, with dozens or even hundreds of employees, this becomes more complex. Distributing work across multiple teams requires a strategic approach that preserves the Agile principles but applies them on a larger scale. This can be done, for example, with frameworks such as SAFe (Scaled Agile Framework), LeSS (Large Scale Scrum), or Nexus.

These frameworks provide structures for multiple teams to work together effectively while ensuring the Agile principles of autonomy and speed. The danger of scaling, however, is that it can also increase problems. If an organization has not laid the right foundation before scaling, the drawbacks of bureaucracy, slow decision-making and dependencies between teams can increase exponentially. So it is crucial to get the fundamental Agile practices right before scaling.

What is the future of Agile?

Agile has been around for quite some time and has gained a lot of ground in recent years. Yet the future of Agile is changing. The term “Agile” itself is used less frequently, and many companies have already gone through the transformation. Agile coaches are less desirable in some organizations, mainly because the term Agile has become a bit of a buzzword that sometimes loses its original meaning.

However, there is a new technological development that will have a huge impact on how we work: artificial intelligence (AI). AI can speed up Agile processes by, for example, automatically generating tests or suggesting improvements. This means that fundamental steps in software development or project management can be performed more efficiently. While the core of Agile – such as collaboration and customer-focused work – remains the same, AI can increase the speed and volume of work.

AI is a tool that enables companies to make faster decisions and optimize processes. However, this does not change the importance of human input. Coming up with the right questions and making strategic choices will always remain human work. Rather, AI will be used to take over routine and repetitive tasks so that people can focus on the larger issues and challenges within organizations.

In short, although Agile will remain at its core, technologies such as AI will continue to transform the way we work. Agile coaches will also need to continue to evolve and learn new skills to guide organizations through this new reality. It’s no longer about whether a company is working Agile, but about what methods and technologies can help the company achieve their goals even faster and more efficiently.

>> You can listen to this podcast both listen as well as watch it! Enjoy the insights and learning moments that Jürgen Meheus and Derk-Jan De Grood share about Agile in the IT world. <<