Agility has long been a fundamental part of IT and there is actually no more non-agile software development. Agility is also expanding outside it. There is already an article on agile departments outside IT. But since the establishment of agility, the question often arises: What comes “Beyond Agile”?

Agile in the Waterfallworld

Agile in the Waterfallworld
Own presentation

In my master’s thesis (Lindner 2015, p. 24), I have already researched the initial situation of agile departments and found that an IT department often has to react flexibly to waterfall-typical customers and that agility ceases after IT. In the current research project a year later, I find that agility is now slowly leaving IT. However, IT departments will still have to respond flexibly to every customer. This must therefore be an important property of the next level of agility. You will find a white paper: Agile Team Teams in Waterfall Organizations free for download in my blog.

Antifragility and Resilience

Own presentation on the idea of Bargstedt

Resilience is defined as the ability to have a high level of resilience. In recent years, resilience has been described as one of the most important characteristics of an IT department. The presentation based on Bargstedt et al. (2015, p. 279) shows exactly how, for example, after a sever failure, the system is restored as quickly as possible and one even emerges stronger from such a failure. This could take the form of a retrospective. This collective mindfulness and the possibility of briefly dissolving a current form of organization are the signs of good and healthy resilience.
In his book, Taleb (2013, p. 1) shows that everything created by man is fragile and could be permanently redesigned. Unplanned events, i.e. “black swans”, are an ever-increasing dilemma in IT and demand resilience from all parties involved. As you know, an agile team has to save the world every day and often use “magic”.
I also found a really successful presentation on Slideshare. It is currently one of many presentations that see the abstract approach of antifragility as “Beyond Agile”.

Agile fixed price

agile fixed price
An agile fixed price is variable in scope and fixed in price (own presentation on the idea of Gloger et al.)

Gloger & et al. (2012, p. 32) published her book “The Agile Fixed Price”, a framework for contract design for agile software development. This setting of the time and budget for agile projects has been well received by the IT scene. However, the implementation is still difficult, as waterfall-typical customers are still too happy to specify the software exactly, in order to want to change it again and again. For “Beyond Agile” I would like to see more agile fixed prices.

HR and agile software development

agile career
agile career as own presentation according to the idea of Gloger and Häusling

Professionals! Everywhere there are calls for skilled workers, especially in software development. For this reason, HR will play an important role in HR. It doesn’t look like how I find developers for my agile software development, but how I find the real agile software developer. How do I reach this person, where is, and most importantly, how do I keep them with me in the company? I have already written a detailed article about agile HR here in the blog, which further deepens all the points in this paragraph. One approach after agility will definitely be to offer developers new and exciting career paths such as Junior Scrum Master and also the product owner new challenges. The picture is by Gloger & Häusling (2011, p. 89).

Hybrid Agile?

beyond agile
Own presentation

Or will Scrum mix with other methods in the near future? Will hybrid models shape the state-of-the-art of modern companies and the “Beyond Agile” trend? The following concept also comes from my master’s thesis (Lindner 2015, p. 91). All departments permanently overturn new requirements. A Requrements Engineer writes User Stories and the User Stories are edited by either a Kanban team or an agile team. For smaller and non-contiguous user stories, the Kanban team consistently delivered the best results. The scrum team planned larger projects. The employees could also be exchanged between the two teams as often as desired. We have also coordinated major projects with a steering committee and collected the necessary resources or budgets in good time. Despite many methods, we had harmony in our IT department.

Beyond Agile?

To this answer I found a blog article by Boris Gloger. He’s talking about Scrum 3.0. So Boris says: Scrum has evolved. To a management framework, to an attitude, to an approach that allows entire companies to be controlled. Scrum has become the de facto standard in the agile project management landscape and we now know how to make cross-functional, multidisciplinary teams work across continents in software and hardware development.

Boris Gloger also has an answer to the question of what Scrum 3.0 is. He says: Scrum 3.0 is no longer what was in Scrum 1.0. Today we can no longer tell the great camels, because they have proved to be non-functional over the years. In addition, the possibilities have changed. He formulates some facts, of which I would like to present 10 selected ones. He says: Scrum 3.0 knows today,

  • that there is such a thing as “flow”,
  • that it also needs the skills to work with Scrum,
  • that remote work is no longer evil,
  • that we naturally want to make fixed prices,
  • we focus on improving one thing,
  • we know that agile scaling certainly does not work through the next models (although this can be sold well), but only succeeds if the architecture also produces it and that
  • the developers need the skills to implement all this.
Genderhinweis: Ich habe zur leichteren Lesbarkeit die männliche Form verwendet. Sofern keine explizite Unterscheidung getroffen wird, sind daher stets sowohl Frauen, Diverse als auch Männer sowie Menschen jeder Herkunft und Nation gemeint. Lesen Sie mehr dazu.

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Verwendete Quellen anzeigen

Bargstedt, U., Horn, G., & Vegten, A. van (2015). Strengthening resilience in organizations: preventing and managing critical situations. Oberhaching: Publishing House for Police Studies.

Gloger, B., & Häusling, A. (2011). Successful with Scrum – Impact Factor Human Resources Management: Finding and Retaining Employees in Agile Companies. Munich:Carl Hanser Verlag GmbH & Co. KG.

Gloger, B., Opelt, A., Pfarl, W., & Mittermayr, R. (2012). The Agile Fixed Price. Munich: Carl Hanser Verlag GmbH & Co. KG.

Lindner, D. (2015). Agile in the Waterfallworld. University of Erlangen-Nuremberg.

Taleb, N. (2013). Antifragility: Guidance for a world we don’t understand. Munich: Albrecht Knaus Verlag.


I blog about the impact of digitalization on our working environment. For this purpose, I present content from science in a practical way and show helpful tips from my everyday work. I am a manager in an SME myself and I wrote my doctoral thesis at the University of Erlangen-Nuremberg at the chair of IT Management.

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