program selection system

Four years ago the New Media division of the BBC began adopting Agile project management practices for web, interactive TV and mobile product development. They proved to be an instant success enabling teams to work more efficiently and transparently than ever before. More recently there began to be concerns on the ground that Agile would be seen as a passing fad by some newly appointed key senior managers, and coupled with departmental restructuring led to a belief that Agile would be challenged before being put aside.

Today New Media is re-branded as Future Media and the entire structure of the department has changed - with some key people being moved around the business. Many of the Agile pioneers have moved on and the baton passed. Key roles have appeared and disappeared and Agile practices have been inspected and adapted. However, even after 4 years of successful Agile working there still seems to be a nagging doubt as to whether being Agile will permanently stick. With every new senior appointment made the same questions arise; “Do they support Agile practices?”, “Are they a threat to our Agile ways of working?” It sometimes feels as if we’re precariously Agile rather than fundamentally Agile.

This experience report looks at the causes of this uncertainty and ways to address it. Is it because Agile methods are not yet universally understood? Is it because of some of the popular misconceptions that still pervade about Agile? Or is it down to factors that are unique to this organisation?