It seems principal that when using the agile approach, not only the plan is important, but also the ability to improvise, to go beyond the set goals. A flexible approach to project management requires a theoretical understanding that we live in a world of mobile subjects, to which the ideal plan must constantly adapt. In essence, this should be the normal permanent state of the project. Such fluidity of the process and its variability can be achieved through constant dialogue with the customer. The ability to anticipate customer needs and provide the fastest and most cost-effective solutions to persistent imperfections should be at the forefront of agility. Moreover, according to this principle, such a communicative model can be projected onto the relations of the government apparatus with society, to the needs of which it should constantly respond. Thus, flexible, foreseeable programming, arranged by professionals in teamwork and constant dialogue with the government and society, can create software that will serve people in a constantly improving form.
Apparently, the main obstacle that can stand in the way of programmers practicing the agile approach is adherence to traditional, fixed design models. To implement a flexible approach, communication with the customer is constantly necessary. It has to consider the client not as a static monolith but as an active agent, interaction with which can accelerate the progression of the project to completeness. Overcoming the conservative approach requires a team awareness of the principles outlined in the Agile Manifesto. One should realize that it is not so much the client’s outlined plans that matter as their actual needs. As opposed to a fixed task, needs can actually evolve over time, and it is a project’s duty to perceive and express them through collaborative dialogue.
