As promoters of agile implementations, we explain what they are, what they are not, and what such an implementation may look like.
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?
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Instead of waiting months for a final product that might be outdated on launch day, working software is delivered in short, regular cycles called sprints (usually 1–4 weeks).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.
Transparency and measurable progress
At any time you know where the project stands, what has been completed, and what is planned for 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)
For six months, the supplier would analyse the requirements and prepare 300 pages of documentation describing them, and for the next six months, they would build all the desired functionalities and customisations. After this time, the system is presented. It turns out that one of the production operations is quite different from the others, and we need an additional 2-4 months of development to model it. We don't have the time or budget for that. A tug-of-war begins between the client and the supplier, and a battle of words ensues – who wrote what in the project documentation, who understood what, whose fault it is, and who should bear the additional cost. It ends either with a failed implementation of the APS system, which no one uses (because it does not reflect the basic processes) or additional, unplanned expenses on the client's side (because the supplier usually knows what they wrote in the requirements analysis, even if they did not understand the client's processes or pretended that everything could be modelled, knowing that the system would not allow it) and the project being stretched out over time.
Agile approach
We prepare a brief analysis of requirements, which we prioritise according to the MoSCoW methodology (Must have, Should have, Could have, Will not have). In the first sprint (e.g. 2 weeks), we launch the most necessary functionalities to create a basic production schedule (MVP). We enter sample orders, define technologies for them, and add production tasks to the schedule. We evaluate it – what worked and what did not. We verify the list of requirements and their priorities. In subsequent sprints, we develop the functionalities that blocked us or proved critical, abandoning less effective ideas that the customer had previously suggested. With this approach, we are more likely to encounter unforeseen situations sooner and modify the implementation plan accordingly. This approach means that value is delivered to the client faster and the budget is invested in what will really work.
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 way of planning.
Instead of one gigantic plan for the entire project, there is a broad vision (a roadmap) 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 on investment (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 the cheapest 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 and maintain the system, not hundreds of pages of specifications nobody will ever read.
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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