Agile software development has been steadily gaining popularity among CIOs since a selection of leading programmers met in Utah in 2001 and created the Agile Manifesto.
The methodology takes an iterative and incremental approach to development that boosts collaboration and product delivery speeds through short cycles focused on specific elements of a project
Leading tech and IT business leaders told CIO UK how they're using agile in their organisations.
Read next: Agile project management CIO guide - The pros and cons of Agile methodology
April 11, 2018
2. Mayank Prakash - Department for Work & Pensions
Department for Work & Pensions Chief Digital and Information Officer Mayank Prakash has delivered more than
20 agile iterations to help build universal credit, Europe's largest digital product.
Prakash has used an agile methodology as part of his effort to develop a new
operating model at the DWP based on a create at pace. bottom-up culture and building multidisciplinary teams around products to
"The way we work is as vital as the services we run," he
told . "In DWP digital we foster a culture of collaboration and inclusiveness, where teams work together across boundaries, iterate and show progress every week, and are curious and supportive. CIO UK
"We've redesigned our organisation in favour of multidisciplinary agile teams iterating frequently and delivering often. No longer do we spend all our efforts tracking milestones on a plan. Instead, we ask ourselves 'what did we deliver last week'?"
"We collaborate closely with colleagues from DWP policy and operations, using their knowledge and expertise to design digital services that meet the needs of our users, with shared accountability for outcomes."
4. Fin Goulding - Aviva International
Aviva International CIO Fin Goulding is so enthusiastic about agile that he wrote a book on the subject.
Flow: A Handbook for Change Makers, Mavericks, Innovation Activists and Leaders uses real-life case studies to show how to develop an agile culture.
Aviva has used agile to reduce the time it takes from an idea to become a product from months down to days, and plans to further cut this time down.
Goulding believes that culture andbehaviour are essential to make agile work, and that many organisations fail by instead focusing on protocol.
"Agile has become bogged down in certification and consultancies telling you how to do stuff, and scaled frameworks that no one understands," he
told . "People are monetising Agile. CIO UK
"It was all about being simplistic, making things simpler and continually learning, and cutting down on the bureaucracy; but now we're adding to it."