What is and what is not agile software implementation? A short guide with a practical example of APS implementation.
In the world of business and technology, the term Agile is ubiquitous. Companies often boast that they “work Agile,” and clients expect their projects to be delivered faster and cheaper as a result.
But do we truly understand what lies behind the concept? It frequently leads to misunderstandings—and sometimesdisappointment.
If you have ever wondered what Agile looks like in practice and how to distinguish a truly Agile implementation from chaos, this guide is for you. It debunks myths and shows how the approach can become a real growth engine for your business.
What does Agile implementation look like in practice?
Forget complex definitions for a moment.
At its core, an Agile implementation is a philosophy of partnership aimed at delivering maximum business value in a dynamic environment.
It rests on four pillars:
Partnership and continuous communication
In the Agile approach there is no “us” and “them.”The client is a key member of the project team.Your business knowledge and regular feedback are essential for success.We work together, talk daily, and make decisions jointly to ensure we are moving in the right direction.
Iterative delivery of value (MVP)
Instead of waiting months for a final product that might be outdated on launch day, working software is delivered in short, regular cycles called sprints (usually 1–4 weeks).
After each sprint you receive a working slice of the product (a Minimum Viable Product or its next iteration) that you can test.
This minimizes risk and brings business value almost immediately.
Flexibility and readiness for change
One of Agile’s greatest strengths is accepting that change is inevitable.In software delivery proposals it is hard to precisely define scope—for example, people imagine an analytics dashboard very differently.A software provider thinks in terms of data, structures, algorithms, and embedded mechanisms, whereas a client thinks in terms of processes.It may take many hours of conversations for both sides to fully understand each other and find common solutions, not to mention that everyone occasionally forgets to mention an edge case or requirement.
Therefore, instead of rigidly sticking to a plan set during bidding or contract signing(e.g., six months earlier), an Agile implementation allows continuously modifying the backlog (task list) and adapting the product to real needs and the team’s current understanding of the client’s processes and the vendor’s product.
Transparencyand measurable progress
At any timeyou know where the project stands, what has been completed, and what is plannedfor the next sprint.
Regular ceremonies—sprint planning, daily stand‑ups, and retrospectives—provided full transparency and enable quick responses to issues.
Agile in practice: An APS implementation example
Imagine a manufacturer who wants to implement an APS system (Advanced Planning and Scheduling).
Traditional approach (Waterfall)
The vendor would spend six months analyzing requirements, followed by another six months building all the “dream” features.
After that, a system demo reveals that one production operation differs substantially from the rest and modeling it requires two more months of development—time and budget the project does not have.
Pushback begins between client and vendor, with disputes over what was documented, what was understood, and who is at fault.
The result is either a failed APS implementation that nobody uses (because it does not reflect core processes) or unplanned expenses and a prolonged timeline.
Agile approach
In the first sprint (e.g., two weeks), the most needed functions are launched to produce a production schedule (MVP).
Sample orders are entered, their routings defined, and production tasks placed on the schedule.
The result is assessed—what worked and what did not.
In subsequent sprints the team builds out the functions that blocked progressor proved critical, dropping less effective ideas.
This approach increases the likelihood of quickly encountering previouslyunforeseen situations and adjusting the implementation plan accordingly.
Value is delivered sooner, and budget is invested in what truly works.
Common myths about Agile
Myth 1:Agile means chaos and no planning
This is one of the most harmful myths.
Agility does not mean the absence of a plan, but a different, more flexible wayof planning.
Instead of one gigantic plan for the entire project, there is a broad vision (aroadmap) and very detailed plans for the upcoming sprints.
Planning is continuous and often more precise.
Myth 2:Agile always means cheaper and faster
Agile’s goal is not to reduce costs at any price, but to maximize return oninvestment (ROI).
By eliminating unnecessary features and continuously re‑validating priorities,Agile often leads to savings and faster delivery of key value.
However, the main benefit is building the right product, not necessarily thecheapest one.
Myth 3:There is no documentation in Agile
The Agile Manifesto says: “Working software over comprehensive documentation.”
This does not mean there is no documentation at all.
It means producing documentation that is useful and necessary to understand andmaintain the system, not hundreds of pages of specifications nobody will everread.
Agile vs Waterfall: Key differences
Frequently Asked Questions (FAQ)
Is Agile right for every company?
Agile works best for complex projects where requirements may change. It does, however, require strong engagement and trust from the client.
If the project scope is absolutely fixed, unchanging, and simple, a traditional approach may be sufficient.
How is Agile different from Scrum?
Agile is a philosophy—a set of values and principles. Scrum is a framework: a specific set of rules, roles (Product Owner, ScrumMaster), and events (Sprint, Daily Stand‑up) that help put Agile into practice.
Scrum is the most popular, but not the only, way to be Agile.
How long does an Agile implementation take?
It depends on product complexity. The beauty of Agile is that a first, useful version (MVP) can be delivered very quickly—even within the first days of a project.
A project can continue as long as it brings business value, though its timeframe is typically defined up front relative to budget.
Summary: Agile implementation is a mindset shift
Choosing an Agile implementation is more than selecting a project management method.
It is a decision to build a transparent, partnership‑based relationship in which both sides pursue a shared goal: creating a product that succeeds in the market.
It is a move away from rigid task execution toward creative problem‑solving for business outcomes.
Want to learn how an Agile approach to implementing a MOM‑class system can practically support your business?
Get in touch—let’s discuss your goals.
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