Agile contract. Those two words may easily seem utterly antithetical. On the one-hand contracts revolve around rigor and obligations, on the other hand Agile methods are all about iteration and adaptability. Thus, it seems hard to fathom what an agile contract could be.

Nonetheless, the legal area has not been spared by the Agile trend sweeping throughout every sector over the past two decades. Indeed, from start-ups to big size companies, from local to international businesses, it feels like everyone is talking about Agile and integrating those
methods into their processes.
It all started seventeen years ago during a ski weekend in Utah. 17 software developers gathered to exchange ideas and try to improve the traditional Waterfall project management approach.

Inspired by the Scientific Method of the 12th century, and determined to operate a shift in project management, they ultimately created the Agile Manifesto to describe the Agile philosophy, values, and principles: “a focus on delivering value for customers, working in small teams in short cycles, and networked organizational arrangements rather than top-down bureaucracy and silos”. And to this day, the adoption rate of Agile methods keeps growing, as explained by Stephen Denning: “The Manifesto remains a landmark in software development but increasingly also for management innovation more generally, a radical new way of managing business complexity”. Three companies out of four (71%) report using Agile approaches for their projects.
In 2017, Forbes interviewed more than 500 senior executives around the world and the results are unequivocal; 92% said they believe organizational agility is critical to business success.

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Sarra Messaï