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Enterprise IT teams have been searching for years for the Holy Grail of software development: the greatest possible efficiency, at the least possible cost, without sacrificing quality.
This endless search has taken many forms over the years. Twenty years ago, development teams turned to waterfall methodologies as a saving grace. Soon after, waterfall begat object-oriented incremental or spiral, Rational Unified Development (RUP) practices.
Today, it’s agile development’s turn in the spotlight. C-suite executives are investing huge sums of money to develop their organizations’ agile methodologies. They’re also committing significant resources to train employees to work within agile frameworks.
Yet many projects are still failing, clients remain unsatisfied, and IT departments are often unable to meet scheduling deadlines. Why?
It’s the staff, not the method.
Whenever a project falls behind schedule, the natural inclination is to add more staff. There’s a belief that doing so will accelerate development and, ultimately, help the team hit their deadlines.