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Have you noticed that similar stories appear over and over again as you develop a system?

Given the success of agile at the development team level, managers are exploring the possibility of implementing agile methodologies across the entire product lifecycle organization-beyond software development.

When a single user story mixes both high- and low-value functionality or contains too many or unrelated customer needs, the flow of value slows. You must wait for the whole story to be finished before benefiting from its highest value parts.

While agile adoption continues to grow rapidly in the software product development world, it has not been as widely adopted within enterprise IT departments.

Valuable products start with understanding the needs of the customers-what they want and how they will use the product.

Too many software projects spend too much time and money delivering too little, too late. Projects drag on for months, either thrashing from the chaos of ever-changing requirements or rigidly rejecting legitimate changes.

I have a serious reservation about writing any kind of article wherein I prognosticate. I’m not worried I’ll be wrong: in fact, it’s almost certain that the opposite of whatever I wish for will actually transpire. This phenomenon is, at least, deterministic.

All of my predictions are based around a truth that I believe to be incontrovertible: the pace of innovation in business is accelerating, and the timespan to arbitrage each individual new opportunity is shrinking. Unfortunately, the capability to provide a quality solution to take advantage of any given opportunity remains maddeningly constant.