TABLE OF CONTENTS Okay, so if you have got as far as this in the book, it is likely that you are quite keen to implement an agile approach. However, you must now persuade people within your own organisation that they should consider doing this. This may be no mean feat in its own right. To help you, this chapter discusses how you might approach the process of persuading an organisation that they should consider applying agile practices.
If you want to introduce agile methods into your organisation, you have to sell the concept of agility to that organisation. It is possible that you may be in the privileged position of being the decision maker regarding the software development approach to take (although in general that will be unlikely). However, even if you are the decision maker you need to get others "on side" in order to make it work. Of course, if you are merely someone who is trying to influence the decision makers, then you have an even bigger need to "sell" the idea of agile methods.
Although programmers think in terms of code and requirements and design, companies (or at least the groupings that represent companies such as senior management, etc.) tend to think in non-programming terms. Thus, if you want to sell agile methods, you need to focus on the results that can be obtained from being agile rather than the methods that are embodied within the agile movement. This may also be...
