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Agile isn't Always Cheaper, But it Should Mitigate Risk - The Scholarly Kitchen

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They also talk about how hard it is to get executive buy-in. The disconnect is caused by a lack of understanding of how Agile reduces risk." /> <meta property="og:url" content="https://scholarlykitchen.sspnet.org/2019/07/08/agile-isnt-always-cheaper-but-it-should-mitigate-risk/" /> <meta property="og:site_name" content="The Scholarly Kitchen" /> <meta property="article:published_time" content="2019-07-08T09:30:51+00:00" /> <meta property="article:modified_time" content="2024-09-24T16:47:46+00:00" /> <meta property="og:image" content="https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/07/iStock-957613172.jpg" /> <meta property="og:image:width" content="1254" /> <meta property="og:image:height" content="837" /> <meta property="og:image:type" content="image/jpeg" /> <meta name="author" content="Phill Jones" /> <meta name="twitter:card" content="summary_large_image" /> <meta name="twitter:label1" content="Written by" /> <meta name="twitter:data1" content="Phill Jones" /> <meta name="twitter:label2" content="Est. reading time" /> <meta name="twitter:data2" content="8 minutes" /> <script type="application/ld+json" class="yoast-schema-graph">{"@context":"https://schema.org","@graph":[{"@type":"WebPage","@id":"https://scholarlykitchen.sspnet.org/2019/07/08/agile-isnt-always-cheaper-but-it-should-mitigate-risk/","url":"https://scholarlykitchen.sspnet.org/2019/07/08/agile-isnt-always-cheaper-but-it-should-mitigate-risk/","name":"Agile isn't Always Cheaper, But it Should Mitigate Risk - The Scholarly Kitchen","isPartOf":{"@id":"https://scholarlykitchen.sspnet.org/#website"},"primaryImageOfPage":{"@id":"https://scholarlykitchen.sspnet.org/2019/07/08/agile-isnt-always-cheaper-but-it-should-mitigate-risk/#primaryimage"},"image":{"@id":"https://scholarlykitchen.sspnet.org/2019/07/08/agile-isnt-always-cheaper-but-it-should-mitigate-risk/#primaryimage"},"thumbnailUrl":"https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/07/iStock-957613172.jpg","datePublished":"2019-07-08T09:30:51+00:00","dateModified":"2024-09-24T16:47:46+00:00","author":{"@id":"https://scholarlykitchen.sspnet.org/#/schema/person/c337e85b9617f883b480c66cd580cb56"},"breadcrumb":{"@id":"https://scholarlykitchen.sspnet.org/2019/07/08/agile-isnt-always-cheaper-but-it-should-mitigate-risk/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https://scholarlykitchen.sspnet.org/2019/07/08/agile-isnt-always-cheaper-but-it-should-mitigate-risk/"]}]},{"@type":"ImageObject","inLanguage":"en-US","@id":"https://scholarlykitchen.sspnet.org/2019/07/08/agile-isnt-always-cheaper-but-it-should-mitigate-risk/#primaryimage","url":"https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/07/iStock-957613172.jpg","contentUrl":"https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/07/iStock-957613172.jpg","width":1254,"height":837,"caption":"and stopping falling blocks on table"},{"@type":"BreadcrumbList","@id":"https://scholarlykitchen.sspnet.org/2019/07/08/agile-isnt-always-cheaper-but-it-should-mitigate-risk/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Home","item":"https://scholarlykitchen.sspnet.org/"},{"@type":"ListItem","position":2,"name":"Archives","item":"https://scholarlykitchen.sspnet.org/archives/"},{"@type":"ListItem","position":3,"name":"Agile isn&#8217;t Always Cheaper, But it Should Mitigate Risk"}]},{"@type":"WebSite","@id":"https://scholarlykitchen.sspnet.org/#website","url":"https://scholarlykitchen.sspnet.org/","name":"The Scholarly Kitchen","description":"What’s Hot and Cooking In Scholarly Publishing","potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https://scholarlykitchen.sspnet.org/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"},{"@type":"Person","@id":"https://scholarlykitchen.sspnet.org/#/schema/person/c337e85b9617f883b480c66cd580cb56","name":"Phill Jones","image":{"@type":"ImageObject","inLanguage":"en-US","@id":"https://scholarlykitchen.sspnet.org/#/schema/person/image/4177a83156e46b105dd518cbbb248416","url":"https://secure.gravatar.com/avatar/cb538da55aa847afd52598be46857bef?s=96&d=mm&r=g","contentUrl":"https://secure.gravatar.com/avatar/cb538da55aa847afd52598be46857bef?s=96&d=mm&r=g","caption":"Phill Jones"},"description":"Phill Jones is a co-founder of MoreBrains Consulting Cooperative. 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isn&#8217;t Always Cheaper, But it Should Mitigate Risk </h1> <nav class="nav-article-meta nav-article-meta--single"> <ul class="nav-article-meta__list"> <li><span class="byline">By</span> <a href="https://scholarlykitchen.sspnet.org/author/phillbjones/" title="Posts by Phill Jones" class="author url fn" rel="author">Phill Jones</a></li><li>Jul 8, 2019</li><li class="nav-article-meta__comments hidden-print"><a href="https://scholarlykitchen.sspnet.org/2019/07/08/agile-isnt-always-cheaper-but-it-should-mitigate-risk/#comments">1 Comment</a></li> </ul> </nav> <ul class="post-categories"> <li><a href="https://scholarlykitchen.sspnet.org/category/experimentation/">Experimentation</a></li><li><a href="https://scholarlykitchen.sspnet.org/category/innovation-2/">Innovation</a></li><li><a href="https://scholarlykitchen.sspnet.org/category/technology/">Technology</a></li><li><a href="https://scholarlykitchen.sspnet.org/category/tools/">Tools</a></li><li><a href="https://scholarlykitchen.sspnet.org/category/user-experience/">User Experience</a></li> </ul> </div> </header> <style> .content .callout { border-color: #a61d3e} </style> <div class="site-columns"> <div class="container"> <div class="columns"> <main class="site-main col col-lg-8" role="main"> <article class="post-52934 post type-post status-publish format-standard has-post-thumbnail hentry category-experimentation category-innovation-2 category-technology category-tools category-user-experience tag-agile tag-product-management tag-risk-mitigation tag-waterfall tsk-tax-term-business-operations tsk-tax-term-content-management tsk-tax-term-distribution tsk-tax-term-experimentation tsk-tax-term-information-science tsk-tax-term-journals tsk-tax-term-management tsk-tax-term-media tsk-tax-term-platforms tsk-tax-term-product-strategy tsk-tax-term-production-workflow tsk-tax-term-publication-workflow tsk-tax-term-publishing tsk-tax-term-research tsk-tax-term-society-for-scholarly-publishing tsk-tax-term-ssp-events tsk-tax-term-strategy tsk-tax-term-training collection-strategic-planning collection-technology-and-disruption" id="post-52934"> <div class="share share--header hidden-print"> <div class="swp_social_panel swp_horizontal_panel swp_flat_fresh swp_default_full_color swp_individual_full_color swp_other_full_color scale-100 scale-" data-min-width="1100" data-float-color="#ffffff" data-float="none" data-float-mobile="none" data-transition="slide" data-post-id="52934" ><div class="nc_tweetContainer swp_share_button swp_twitter" data-network="twitter"><a class="nc_tweet swp_share_link" rel="nofollow noreferrer noopener" target="_blank" href="https://twitter.com/intent/tweet?text=Agile+isn%27t+Always+Cheaper%2C+But+it+Should+Mitigate+Risk&url=https%3A%2F%2Fscholarlykitchen.sspnet.org%2F2019%2F07%2F08%2Fagile-isnt-always-cheaper-but-it-should-mitigate-risk%2F&via=scholarlykitchn" 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class="swp_label">Shares</span></span></div></div> <button type="button" class="share__print js-print hidden-print btn btn--link"><i class="bts bt-print"></i> Print this Page</button> </div> <div class="content"> <p><span style="font-weight: 400;">&#8220;Agile&#8221; can mean different things to different people. That’s partly because that’s what buzzwords tend to do, but it’s partly by design. Agile isn’t a prescribed project management framework like </span><a href="https://www.techrepublic.com/article/understanding-the-pros-and-cons-of-the-waterfall-model-of-software-development"><span style="font-weight: 400;">Waterfall</span></a><span style="font-weight: 400;">, it’s a general </span><a href="https://www.agilealliance.org/agile101/the-agile-manifesto/"><span style="font-weight: 400;">philosophy of working</span></a><span style="font-weight: 400;"> that encompasses a wide variety of practices and processes. These range from organizational and time boxing structures for developers (the most common are </span><a href="https://www.atlassian.com/agile/kanban/kanban-vs-scrum"><span style="font-weight: 400;">scrum and kanban</span></a><span style="font-weight: 400;">), to </span><a href="https://www.agilehrcommunity.com/"><span style="font-weight: 400;">people ops Human Resources practices</span></a><span style="font-weight: 400;"> that focus on self-organizing teams and co-created organizational structures.</span></p> <p><span style="font-weight: 400;">What these views of Agile don’t address are the fundamental business reasons that make Agile a good idea for certain activities. What’s worse is that if the reasons why Agile is good are not understood, it can and will get used for the wrong things, resulting in poor outcomes, and loss of confidence.</span></p> <p><img decoding="async" class="alignnone size-large wp-image-52938" src="https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/07/iStock-957613172-1024x683.jpg" alt="and stopping falling blocks on table" width="1024" height="683" srcset="https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/07/iStock-957613172-1024x683.jpg 1024w, https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/07/iStock-957613172-300x200.jpg 300w, https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/07/iStock-957613172-768x513.jpg 768w, https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/07/iStock-957613172.jpg 1254w" sizes="(max-width: 1024px) 100vw, 1024px" /></p> <p><span style="font-weight: 400;">Technology and product managers that are trying to become more Agile often decry a lack of executive buy-in. There is certainly plenty of </span><a href="https://www.blueprintsys.com/scaling-agile/step-1-get-everyone-on-board-with-agile"><span style="font-weight: 400;">well-meaning advice in the blogsosphere</span></a><span style="font-weight: 400;"> about how to secure buy-in and quite a few companies exist that offer c-suite Agile training. The problem with almost all of the advice available is that it’s too operationally focused, with high-level explanations of things like scrum and cross-functional teams. What’s often missing is how Agile impacts strategic decision making and planning. In other words, How does this help me?</span></p> <p><span style="font-weight: 400;">The temptation is to appeal to cost. After all, isn’t that what organizational leaders want? More revenue and lower costs to boost profit margins? Once a strategy or product is decided upon, changing the way a company delivers innovation should surely only be a good idea if it’s cheaper, right? Well, no.</span></p> <p><span style="font-weight: 400;">Cost isn’t the real enemy, it’s risk.</span></p> <h2>Lemonade stand economics</h2> <p><span style="font-weight: 400;">Imagine you’re setting up a lemonade stand. You need lemons, sugar and water. Fortunately, the water is open source, so you only need to pay for the fruit and the sugar. When you go to the store you have a choice between basic lemons or tree-ripened, locally sourced organic lemons. If you buy the basic lemons, you’ll spend $10 (or £10/€10 if you like) and will be able to sell the resulting lemonade for 15. If you buy the fancy lemons, that’ll cost 15 but you’ll sell the lemonade for 25, that’s twice the profit, right?</span></p> <p><span style="font-weight: 400;">Except for the fact that if the dog from next door knocks over the jug, all the lemonade will go down the drain. Then you’ll have to tell your Dad, who capitalized this misadventure, that you lost his $15. You know that’ll make him less likely to lend you money in the future.</span></p> <p><span style="font-weight: 400;">Perhaps it would be better to spend less of Dad’s money this week and use the profits to buy your lemons next week. You will have spent more on ingredients by the time you start making premium lemonade, but you will have reduced your risk (and maybe adjusted your recipe a bit based on early adopter feedback).</span></p> <h2>Innovation as an ongoing process</h2> <p><span style="font-weight: 400;">Businesses often seek to defer the costs of investments on the balance sheet. It makes sense, particularly for physical assets like offices, factories, and computers that those costs are measured against the future income generated from the investment. </span></p> <p><span style="font-weight: 400;">There’s an inherent danger here, particularly if a project is risky, like </span><a href="https://www.projectsmart.co.uk/white-papers/chaos-report.pdf"><span style="font-weight: 400;">innovation and IT projects often are</span></a><span style="font-weight: 400;">. Nobody wants to be in over their head having capitalized significant expenditure on a project that doesn’t deliver. It’s one thing if the realized revenues are lower than expected or the project overruns, but the consequences can be more serious if it has to be scrapped.</span></p> <p><span style="font-weight: 400;">Take, for example, PLOS’ much talked about</span><span style="font-weight: 400;"><a href="https://scholarlykitchen.sspnet.org/2019/01/03/poor-financials-pushes-plos-to-ponder-future-prospects/"> 2017 financial overview</a>. </span><span style="font-weight: 400;">As fellow Chef, Joe Esposito points out in the comments section of that post, the poor on-paper financial performance is at least partly due to having to write down the cost of a large technology project. </span><span style="font-weight: 400;">To be clear, PLOS were using Agile development methods on Aperta, but they did capitalize a very large amount of spending on a single program that was serving the company poorly enough that it had to be cancelled. </span><span style="font-weight: 400;">It was undoubtedly the right thing to do, but it would have been better to do it before the penalty for failure had climbed to around a third of PLOS’ annual revenue &#8212; ouch!</span></p> <p><span style="font-weight: 400;">PLOS isn’t the only publisher that has faced such challenges. We work in an information industry and information is complex. The systems we work with, from conventional submission, content management and distribution platforms, to cutting edge workflow and research management products, often support multiple stakeholder workflows and interact with multiple data sets. There will inevitably be unforeseen use cases, requirements will change and compromises will be made. Even if product owners were omniscient, market conditions and technology landscapes shift over time so that large projects can be out of date even before they launch.</span></p> <p><span style="font-weight: 400;">Agile, with its focus on delivering value in short, iterative timescales, reduces exposure to these risks. In cases of truly innovative or disruptive products, it’s possible to push a minimum viable product (MVP) to market and get direct customer feedback within weeks of a project starting. If a product doesn’t validate, it can be failed quickly with far fewer consequences.</span></p> <p><span style="font-weight: 400;">Having worked for and with a number of companies that use Agile development practices, experimenting with feature sets and even whole products is an integral part of Agile innovation. It’s hard to imagine creating a cutting edge research management application or a new way for researchers to share their data with collaborators without having the freedom to test things without excessive risk.</span></p> <p><span style="font-weight: 400;">It would be possible, of course, to develop a minimum viable product using traditional, Waterfall style project management. The difference is the feedback loop and iterative learning that is key to Agile’s effectiveness. An MVP is pointless from a product development point of view unless you actually learn from the market feedback.</span></p> <p><span style="font-weight: 400;">On the flip side, it’s not always necessary to actually push something to market to create an Agile feedback loop. Jeff Patton’s seminal <a href="https://www.jpattonassociates.com/the-new-backlog/">blog post</a></span><span style="font-weight: 400;"> and <a href="http://shop.oreilly.com/product/0636920033851.do">book</a></span><span style="font-weight: 400;"> on user story mapping describe how user-driven development can be used even for products where big releases with complete feature sets are needed. One case study he gives is about Brazil’s largest media company <a href="http://www.globo.com">Globo.com</a></span><span style="font-weight: 400;">. They use story mapping to plan the development of a fantasy football app that accompanies the Soccer World Cup. They don’t get to test that in the market &#8212; it has to be released on time and has to work. The approach relies on product owners representing the end users through a series of personas &#8212; imagining who they are and how they’ll interact with the product. <a href="https://en.wikipedia.org/wiki/Software_testing#Alpha_testing">Alpha testers</a></span><span style="font-weight: 400;"> and <a href="https://en.wikipedia.org/wiki/Partner_development">development client-partners</a> </span><span style="font-weight: 400;">can also help with this.</span></p> <h2>Iterative learning is the key to risk reduction</h2> <p><span style="font-weight: 400;">The shorter the distance you travel down the road before you realize you need to adjust your steering, the less likely you are to hit a pothole. PWC put it like this in their 2017 white paper <a href="https://www.pwc.com/gx/en/actuarial-insurance-services/assets/agile-project-delivery-confidence.pdf">Agile Project Delivery Confidence: Mitigate project risks and deliver value to your business.</a></span></p> <blockquote><p><span style="font-weight: 400;">Regardless of the delivery method used, the core underlying project tasks, dependencies and environmental sensitivities remain the same. Agile is not a silver bullet. There are still risks, but when doing Agile Project Delivery, the team has the opportunity to respond to risk earlier in the delivery lifecycle due to ongoing visibility and continuous improvement.</span></p></blockquote> <p><img decoding="async" class="aligncenter wp-image-52911 size-large" src="https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/06/Screen-Shot-2019-06-28-at-10.43.56-1024x459.png" alt="Diagram of Waterfall development" width="1024" height="459" srcset="https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/06/Screen-Shot-2019-06-28-at-10.43.56-1024x459.png 1024w, https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/06/Screen-Shot-2019-06-28-at-10.43.56-300x134.png 300w, https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/06/Screen-Shot-2019-06-28-at-10.43.56-768x344.png 768w" sizes="(max-width: 1024px) 100vw, 1024px" /></p> <figure id="attachment_52912" aria-describedby="caption-attachment-52912" style="width: 1024px" class="wp-caption aligncenter"><img loading="lazy" decoding="async" class="wp-image-52912 size-large" src="https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/06/Screen-Shot-2019-06-28-at-11.17.58-1024x458.png" alt="Diagram of Agile Development" width="1024" height="458" srcset="https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/06/Screen-Shot-2019-06-28-at-11.17.58-1024x458.png 1024w, https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/06/Screen-Shot-2019-06-28-at-11.17.58-300x134.png 300w, https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/06/Screen-Shot-2019-06-28-at-11.17.58-768x343.png 768w, https://scholarlykitchen.sspnet.org/wp-content/uploads/2019/06/Screen-Shot-2019-06-28-at-11.17.58.png 1132w" sizes="(max-width: 1024px) 100vw, 1024px" /><figcaption id="caption-attachment-52912" class="wp-caption-text">Agile product management reduces risk by keeping work visible and creating opportunities for continuous improvement.</figcaption></figure> <p><span style="font-weight: 400;">Introducing Agile approaches within an organization does not necessarily make innovation cheaper or faster. In fact, depending on the operational maturity of an organization, it can cost more and take longer, at least at first. What it does is significantly reduce risk by shortening feedback loops and making work more visible. This offers the opportunity to learn and improve before things get out of hand.</span></p> <p><span style="font-weight: 400;">A good example of this approach is <a href="https://scholarlykitchen.sspnet.org/2018/12/17/is-coko-the-beginnings-of-a-shared-infrastructure/">Hindawi’s use of Coko’s open source code stack</a></span><span style="font-weight: 400;">. I spoke with a couple of members of their executive management team earlier in the year, and learned about some of the course corrections that they made as they developed the first phase of their platform. They’re currently using the new system on a single journal as they continue to incrementally add features and workflows to the point where they can scale to more of their portfolio.</span></p> <p><span style="font-weight: 400;">So, should your organization undergo an Agile transformation and use it for everything that you do? Probably not.</span></p> <p><span style="font-weight: 400;">In a way, Waterfall vs Agile isn’t really a fair comparison because they are two different things. Waterfall is a specific project management framework that is well suited to situations where the requirements of a project are fully knowable. Agile, on the other hand, is a philosophy that favors fast feedback loops and shared goals. It has led to the invention of a number of methodologies. The two approaches are therefore not mutually exclusive. Organizations can and do mix them very successfully. </span></p> <p><span style="font-weight: 400;">The key to that success is to recognize that Project/product/program management choices are not purely operational, they have associated strategic risks and opportunities. 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class="swp_label">Shares</span></span></div></div> </div> <article class="author-card"> <img src="https://secure.gravatar.com/avatar/cb538da55aa847afd52598be46857bef?s=250&d=mm&r=g" alt="Phill Jones" class="avatar author-card__image"> <div class="author-card__content"> <h2 class="author-card__heading">Phill Jones</h2> <div> <a href="https://twitter.com/phillbjones" class="author-card__twitter" target="_blank">@phillbjones</a> </div> <p class="author-card__bio">Phill Jones is a co-founder of MoreBrains Consulting Cooperative. MoreBrains works in open science, research infrastructure and publishing. As part of the MoreBrains team, Phill supports a diverse range of clients from funders to communities of practice, on a broad range of strategic and operational challenges. He's worked in a variety of senior and governance roles in editorial, outreach, scientometrics, product and technology at such places as JoVE, Digital Science, and Emerald. In a former life, he was a cross-disciplinary research scientist at the UK Atomic Energy Authority and Harvard Medical School.</p> <div> <a href="https://scholarlykitchen.sspnet.org/author/phillbjones/" class="cta-link hidden-print">View All Posts by Phill Jones</a> </div> </div> </article> <div class="ad ad--leaderboard ad--article-comments"> <!-- /220861129/tsk-article-comments-2016-12 --> <div id='div-gpt-ad-1481750508871-0'> <script> googletag.cmd.push(function() { googletag.display('div-gpt-ad-1481750508871-0'); }); </script> </div> </div> <section class="container-comments" id="comments"> <header class="comments-header"> <h2 class="comments-header__title">Discussion</h2> <p class="comments-header__subhead"> 1 Thought on "Agile isn&#8217;t Always Cheaper, But it Should Mitigate Risk" </p> </header> <div class="comments"> <div class="comments__thread"> <article class="comment even thread-even depth-1" id="comment-83300"> <div class="comment__avatar"> <img alt='' src='https://secure.gravatar.com/avatar/51871777ecf9894ca4d1d409afa60b9f?s=96&#038;d=mm&#038;r=g' srcset='https://secure.gravatar.com/avatar/51871777ecf9894ca4d1d409afa60b9f?s=192&#038;d=mm&#038;r=g 2x' class='avatar avatar-96 photo' height='96' width='96' loading='lazy' decoding='async'/> </div> <div class="comment__body"> <div class="comment__content"> <p>Nice post, but some annoying technical details&#8230;<br /> All risk comes from Uncertainty. Uncertainty comes in ONLY two forms<br /> &#8211; Reducible Uncertainty (Epistemic) &#8211; which is &#8220;handled&#8221; by specific Risk Buydown activities, funded by the project<br /> &#8211; Irreducible Uncertainty (Aleatory) &#8211; which is &#8220;handled&#8221; by &#8220;margin&#8221; &#8211; schedule margin, cost margin, and technical margin<br /> The processes of agile addresses these uncertainties by exposed their impact faster<br /> But Agile Does Not Mitigate risk, only margins or specific buydown activities (funded on the project) &#8220;mitigates&#8221; the risk.<br /> Here&#8217;s a framework form our software intensive system of systems domain <a href="https://www.slideshare.net/galleman/increasing-the-probability-of-success-with-continuous-risk-management" rel="nofollow ugc">https://www.slideshare.net/galleman/increasing-the-probability-of-success-with-continuous-risk-management</a><br /> These principles and processes of Risk Management are applicable across other domains as well</p> </div> <div class="clearfix"></div> <ul class="comment__meta"> <li class="comment__meta__author"><span class="byline">By</span> Glen B. Alleman</li><!-- --><li class="comment__meta__date"><a href="https://scholarlykitchen.sspnet.org/2019/07/08/agile-isnt-always-cheaper-but-it-should-mitigate-risk/#comment-83300">Jul 8, 2019, 11:17 AM</a></li><!-- --><li class="comment__meta__cta hidden-print"> </li> </ul> </div> </article> </div><!-- #comment-## --> </div> <div class="comment-form hidden-print"> <p class="comment-form--closed">Comments are closed.</p> </div> </section> </article> </main> <aside class="sidebar col col-lg-4" role="complementary"> <div class="sidebox sidebox--authors"> <h4 class="sidebox--authors__logo-heading">Official Blog of:</h4> <a href="https://www.sspnet.org/" rel="external"> <img class="ssp-logo" src="https://scholarlykitchen.sspnet.org/wp-content/themes/bedstone/images/ssp-logo-sidebar.png" alt="Society for Scholarly Publishing (SSP)"> </a> <h3 class="sidebox--authors__heading">The Chefs</h3> <ul class="chef-list"> <li> <a href="https://scholarlykitchen.sspnet.org/author/planxty/" title="Rick Anderson"> <img src="https://secure.gravatar.com/avatar/5a5be2e85a4d89ae4c64a45bd7d82846?s=96&d=mm&r=g" alt="Rick Anderson" class="avatar"> </a> </li> <li> <a href="https://scholarlykitchen.sspnet.org/author/toddacarpenter/" title="Todd A Carpenter"> <img src="https://secure.gravatar.com/avatar/75ee010c853d5de2a14dd94f996d18f9?s=96&d=mm&r=g" alt="Todd A Carpenter" class="avatar"> </a> </li> <li> <a href="https://scholarlykitchen.sspnet.org/author/acochran881/" title="Angela Cochran"> <img src="https://secure.gravatar.com/avatar/90640ab40f3437ab7802d8f55b653ecf?s=96&d=mm&r=g" alt="Angela Cochran" class="avatar"> </a> </li> <li> <a href="https://scholarlykitchen.sspnet.org/author/lettiephd/" title="Lettie Y. 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