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Chapter 6 • agile Modeling and prototyping 173

Conversely, an organization that is dependent on innovation to retain its cutting edge in
its industry might be the organization most welcoming toward agile innovations in systems
development methods. In this instance, the culture of the organization is already permeated
with the understanding of the critical nature of many of the core principles of agile devel-
opment methodologies. From the strategic level downward, the company’s members have
internalized the need for rapid feedback, dynamic responses to changing environments in
real time, dependence on the customer for guidance and participation in problem solving,
and so on.
Located between these extremes are organizations that do not rely on innovation as a key
strategic strength (in other words, they are not dependent on research and development of new
products or services to remain afloat) but that might still wish to adopt innovative practices in
small units or groups. Indeed, such small, innovative centers or kernels might eventually drive
the growth or competitive advantage of this type of organization.
TIMING. Organizations must ask and answer the question of when is the best time to innovate
with the adoption of new systems development methodologies, when all other projects and
factors (internally and externally) are taken into account. Organizations must consider the entire
panoply of projects in which they are investing, look ahead at project deadlines, schedule the
upgrading of physical plants, and absorb key industry and economic forecasts.

COST. Another risk to the adoption of agile methodologies for organizations is the cost involved
in education and training of systems analysts and programmers in the new approach. This can
involve either costly off-site seminars and courses or hiring consultants to work with current staff
on-site. Further, opportunity costs are involved when systems developers are necessarily diverted
(albeit temporarily) from ongoing projects to learn new skills. Education in itself can be costly,
but an additional burden is recognized when analysts cannot earn income during their training
period.
CLIENTS’ REACTIONS. When clients (whether they are internal or external) are involved as users
or initiators of information systems development efforts, reactions to the use of new methods
entailed by the agile approach are also a key consideration. Some clients react with joy once the
benefits of timeliness and involvement are described. Others do not want to be used for systems
“experiments” with uncertain outcomes. The client–analyst relationship must be resilient enough
to absorb and adapt to changes in expected behaviors. For example, the on-site presence of a
client during development is a major commitment that should be thoroughly understood and
agreed upon by those adopting agile methods.
MEASURING IMPACT. Another consideration for organizations adopting agile methodologies
is how to certify and measure that the new methods are going to facilitate successful systems
development. The strengths and weaknesses of traditional structured methods used to develop
information systems are well known.
While there is ample anecdotal evidence that agile methodologies are superior for devel-
opment under some conditions, their history is short-lived and not yet empirically supported.
Therefore, the adoption of agile methodologies carries with it the risk that systems created with
them will not be successful or will not adequately interface with legacy systems. Measuring the
impact of the use of agile methodologies has begun, but organizations need to be vigilant in pro-
posing impact measurements in tandem with the adoption of new methods.

THE INDIVIDUAL RIGHTS OF PROGRAMMERS/ANALYSTS. Successful systems developers
(analysts and programmers) exercise creativity in their approach to their work, and they deserve
the right to work in the most fruitful configuration possible. It is possible that the working
requirements of new agile methods (for example, pair programming) encroach upon some basic
rights of creative people to work alone or in groups as the design work dictates. There is no
“one best way” to design a system, a module, an interface, a form, or a web page. In the case of
systems developers, creativity, subjectivity, and the right to achieve design objectives through
numerous individual paths need to be balanced against the organizational adoption of innovative
approaches such as agile methodologies.
As you can see, adopting organizational innovations poses many risks to an organization
as well as to individuals. We examined risks to an organization as a whole as well as risks to an
individual systems analyst who is involved in the organization’s desire to innovate.