Agile management is often met with resistance due to ten common objections. Firstly, it’s seen as chaotic and lacks discipline, with no comprehensive plans or documentation. Secondly, it’s viewed as something only applicable to software development, not wider business operations. Thirdly, the frequent changes Agile encourages are seen as disruptive and inefficient. Fourthly, it’s seen as a threat to management, as it promotes self-organising teams. Fifthly, Agile is deemed too expensive to implement, as it requires significant training and potentially new hires.
The sixth objection is that Agile is not suitable for large-scale operations, being more suited to small teams. Seventhly, it’s seen as too slow for urgent projects, as it values quality over speed. Eighthly, Agile is seen as a fad, with no long-term viability. The ninth objection is that Agile is too difficult to implement, requiring a complete overhaul of traditional management practices. Lastly, Agile is viewed as being too different from current practices, making it too difficult to transition to. Despite these objections, Agile management continues to gain traction, as it offers a more flexible and responsive approach to project management.
Go to source article: http://www.forbes.com/sites/stevedenning/2012/04/17/the-case-against-agile-ten-perennial-management-objections/#74e9f006715e