Failed Agile IT projects are costing a UK £37bn a year, withdrawal many CIOs distrustful about a Agile methodology.
Independent consultancy 6point6 interviewed 300 CIOs in a US and UK to get their views on Agile growth and found that, notwithstanding a hype, a methodology does not always work in practice.
More than dual thirds (73 per cent) of a respondents felt that Agile had turn an attention in a possess right, and half of a CIOs went as distant as to contend that they suspicion Agile had turn an ‘IT fad’.
Meanwhile, it found that some-more than a third (34 per cent) of a Agile projects that CIOs had been concerned with were possibly a prejudiced or a sum disaster – with usually 7 per cent of CIOs saying that Agile had never unsuccessful them.
This is withdrawal many of a CIOs with a clever questioning of Agile – over half (52 per cent) have mislaid certainty in a methodology and trust that it has been ‘discredited’.
There were several reasons because CIOs felt that Agile projects had not delivered. Nearly one-third (32 per cent) of respondents suggested that geographical value of their teams as one of a categorical causes of failure.
At a same time, 30 per cent of CIOs had seen organisations try to widen a singular group opposite mixed Agile projects.
6point6 suggested that by attempting to make Agile teams do too many by operative on mixed projects parallel though a well-recognised methodology for scaling up, they were environment projects adult for failure.
The inability to lane a Agile team’s swell opposite milestones or goals ensuing in a miss of accountability, as good as an over-extended dependency on a program smoothness team, were other factors that hindered Agile IT projects.
Forty-four per cent – or 112 of a 300 CIOs – pronounced that in their experience, when Agile IT projects fail, one of a categorical causes is a disaster to furnish adequate (or in some cases any) documentation.
CIOs also suggested there was a infirmity of Agile leadership, citing ‘lack of comparison sponsorship’ as one of a categorical causes of disaster in 20 per cent of cases. A miss of formulation and an deficiency of any vital prophesy were other reasons given for Agile IT plan failure.
In a UK, CIOs told 6point6 that 12 per cent of Agile projects destroy completely. However, a extrapolation of a £37bn sum cost substantially doesn’t mount adult to tighten scrutiny:
“Given that CIOs in a UK foresee that, on average, they will be concerned in 6 Agile IT projects over a subsequent year, that a normal cost of an Agile IT plan in a UK stands during around £8m, and that there are roughly 6,000 CIOs in a UK, if zero changes, Agile IT disaster is set to cost a UK £37bn over a march of a subsequent 12 months,” a news claimed.
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