The question suggests that there could be a conflict between successful project delivery and agile methods. That can happen if an IT organization embraces Agile giving up all aspects of traditional project management. A combination approach adopting impactful aspects of both leads to success. An extreme example of this is when Agile IT teams say they can’t even give an approximate timeline.There has to be some level of scoping and time line expectations set (after all, the organization has to plan for technology change management based on the seasonal cycle and other needs of the business) which should be adjusted as the project progresses. And expectations that there will be adjustments to timeline, scope, cost should also be set upfront!

Strong governance framework is a must to balance agility with control. Cross-functional collaboration and regular feedback loops will help keep projects on track. For example, in a cloud migration, we use agile sprints to deliver in small steps, reducing risk. A dedicated team ensures governance, security, and compliance, while automated checks and key performance indicators (KPIs) help monitor progress and keep everything aligned with business goals.

Your IT strategy must align with the business strategy. Fundamentally, business strategy sets the overarching outcomes. Strategy execution cascades the direction and funding for value creating activities as well as alignment on the operating model through the organization, including IT. Finally, customer demand sets the drum beat for value creating activities. Expecting Agile, Lean, TPS, or any other framework to solve value creation problems is futile. You have to first understand the problem and the root cause. Underlying concepts, behaviors, actions, tools, etc. of Agile, Lean, TPS must be embraced to fix each problem and elevate to the next. Start by developing problem solving and learning in your organization. Then change the rest ...

In my experience Agile transformation requires a cultural shift, not just a process change. To ensure successful project execution: 1. Start with leadership buy-in and clear communication of the agile vision 2. Invest in comprehensive training for all team members 3. Implement cross-functional teams and break down silos 4. Adopt agile tools and technologies to support collaboration 5. Embrace iterative development and continuous feedback 6. Focus on delivering value to customers early and often 7. Encourage experimentation and learning from failures Regular retrospectives and adaptability are key to refining your approach.

A crucial addition to Agile success is strong stakeholder communication. Regular check-ins with leadership and end-users help align priorities and avoid costly pivots later in the process.

I’ve led IT strategy shifts to agile before, and success comes from more than just adopting frameworks—it’s about changing mindsets. I focus on building a culture of collaboration, where teams feel empowered to iterate, experiment, and adapt quickly. Setting clear goals, delivering in small increments, and celebrating quick wins keep momentum high. I also ensure leadership is actively involved, supporting teams with training and removing roadblocks. Most importantly, I keep communication open, gathering feedback and adjusting along the way to make agility a natural part of how we work.

Implementing agile methodologies in IT strategy requires a focus on adaptability and collaboration. Iterative planning ensures projects are broken into manageable phases, enabling frequent reassessments and adjustments. Cross-functional teams bring diverse perspectives and skills, driving innovative and holistic solutions. Embracing change as an opportunity rather than a challenge fosters a culture of flexibility, allowing strategies to evolve with new information and technologies. This approach ensures IT projects remain aligned with both agile principles and strategic objectives.

To make your IT strategy work with agile methodologies, you need support from top management. They set priorities and ensure alignment, so using models like SAFe (Scaled Agile Framework) or even classic approaches like Waterfall for long-term planning can help balance strategy and execution. For teams, combine agile methods like Scrum or Kanban with traditional tools such as Gantt charts or milestone tracking for better visibility. Break projects into smaller steps, review progress regularly, and adjust plans as needed. Cross-functional teams are key for faster decisions and creative solutions. Blending agile and classic methods ensures flexibility while keeping structure for stable execution.

Agile is vital for IT success, balancing adaptability with structure. Break projects into sprints with regular reviews to adjust priorities and reduce risks. Cross-functional teams (developers, operations, business) enable faster decisions and innovation. Leadership must align frameworks (e.g., SAFe) with goals. Balance speed with governance: automate compliance, track KPIs (sprint progress, feedback), and refine via retrospectives. Cultivate a culture embracing change, collaboration, and learning from setbacks. This turns uncertainty into strategic advantage, ensuring IT stays responsive and value-driven.

🎯𝗔𝗴𝗶𝗹𝗲" 𝗶𝘀𝗻'𝘁 𝗷𝘂𝘀𝘁 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗲𝗱 𝗰𝗵𝗮𝗼𝘀… 𝗼𝗿 𝗶𝘀 𝗶𝘁?🤔 Many think adopting agility in IT is just about running sprints and daily stand-ups. But the real key is aligning IT strategy with business reality. How do you achieve this without falling into disorder? Here are some often-overlooked points: ✅ Agile Governance. ✅ Quality Engineering (QE) from Day 1. ✅ Empowered Teams. ✅ DevOps is NOT optional. Agility in IT isn’t just a set of practices; it’s an organizational mindset. Is your IT strategy truly agile, or just a bunch of meetings with fancy names? 🚀 #ITStrategy #Agile #DevOps #Scrum #QA #DigitalTransformation #ProjectManagement #ITStrategy "ITManagment #Scrum