Can Agile be used for non-software teams?

Agile is a product development approach that drives progress in short, repeatable iterations run by self-organising, cross-functional teams. Instead of a master plan with milestones, Agile focuses on smaller segments of work and continuous adaptation. Instead of a product manager, responsibilities are distributed among the team.

Overall, the goal is to get a working product out the door as quickly as possible, then test and learn for the next iterations. Not only this approach can improve the cash flow, it also shortens the time to get feedback from the end user/customer so the team can adapt quickly to any changes.

Agile was definitely thought of for use in a software environment. In fact, the “Agile Manifesto” begins with the line “We are uncovering better ways of developing software by doing it and helping others do it”. But that does not mean it can only be used in a software development environment. In fact, organisations can get significant benefits using Agile for non-software team

The reasons are straightforward. Agile is not just about work, but also about people. Agile practices favour small, focused, cross-functional teams. It is about building teams of great people and trusting them to own the end-to-end value stream of a particular product or service and get the job done well.

This is in sharp contrast to common organisational structures in large organisations where big, siloed, skill-based teams are the norm. These teams are designed to deliver products and services through multiple hand-offs between other silo teams.

Some of the Agile concepts that can improve organisational effectiveness for non-software teams:

• Reduce the Do-Measure-Learn cycle

• Client-driven iterations

• Delivering value to clients in each iteration

• Self-organising teams

• Interactive communication

• Continuous self-improvement