Debunking Agile Project Management Myths

#1—Agile can only be used for software development

The roots of Agile are firmly planted in the software development world. As we’ve just seen, it emerged as a direct solution for the industry—but it has since transcended any individual use case. Many industries from engineering to marketing and pharmaceuticals are implementing Agile principles in a way that’s optimized for their work. 

As a project management solution, Agile methods should at least be considered for any industry. However, we must acknowledge misconception #2…

#2—Agile is the perfect solution for all businesses

While it would be wonderful to have a one-size-fits-all solution for perfect universal project management, it simply doesn’t exist. The traditional methods evolved for a reason: in a huge number of cases, they’re highly effective! 

Becoming Agile may require a significant shift in company culture, working practices and client relationships—it would be naive to think its benefits applied equally to all businesses. 

#3—Agile cannot be scaled to enterprise level

As you’ll see, Agile can absolutely scale for enterprise businesses. While the exact structure of your teams and how you deliver work might not match “purist” Agile, the majority of its principles (namely the ability to consistently deliver value to your customers) can scale to any level. 

#4—Agile = Scrum

Scrum is a specific framework which applies some of the Agile principles to deliver high-quality work. Agile is the larger umbrella which encompasses an entire philosophy. It is possible for teams to implement Scrum without actually adopting the Agile mindset or culture. 

Kanban, XP, Crystal and Lean Programming are all examples of frameworks—like Scrum—which have interpreted Agile in their own ways. 

#5—Agile means eliminating documentation

Some level of documentation is essential if teams are to avoid falling into a chaotic mess. The principle of “working software over comprehensive documentation” doesn’t mean abolishing documentation entirely. 

Agile teams track metrics, produce reports and assess progress just like traditional teams do. The key is that the documentation adds value to the project, rather than existing for its own sake.  

#6—Agile means no planning

This particular myth is baffling. In Chapter 4, we take a deep dive into how Agile projects are actually executed. Spoiler alert: planning is extensive at every stage.

It’s true that Agile teams forgo the traditional approach of planning every detail and outcome prior to starting a project. However, there is always a detailed plan, stemming from the high-level company goal (or product vision) down to the daily tasks completed by team members. 

#7—Team members have free reign over their work

Agile team members are generally more self-disciplined and self-organized than in traditional teams. While it’s true that they are usually self-directed in how they execute a task, the tasks themselves are formally agreed in advance of starting. There is also ongoing communication and collaboration with fellow team members and stakeholders regarding what needs to be done. 

#8—User stories must be contained within sprints

For true Scrum teams, tasks must be contained within sprint cycles—this is a fundamental part of the framework. However, the majority of Agile teams aren’t so constrained. This is simply because estimation is imperfect and, unless you’re going to make everyone work extra hours, some tasks will inevitably be pushed into the next iteration. 

Some product owners will actually encourage “sprint-spanning” stories to improve flow. 

#9—Agile is the fastest method

Agile isn’t about being fast per se: it’s about delivering the best possible product that meets customer and stakeholder requirements. It is about being focused, flexible and completing work in iterations which always deliver a valuable piece of the puzzle. 

It’s not true to say Agile is faster or slower than traditional methods, because in reality they each produce different final products.