I was a product manager with a team of 5 product specialists and about 15 developers, during a transition to Agile. After we got used to it, we loved Agile, but the biggest headache for me was trying to run interference with upper management who didn't understand it and wanted detailed Gannt charts. You data plan strikes me as being quite agile. Do small bits of work, if successful do more small bits. If it isn't working pull the plug and move on. The key thing for management to understand is that there is always a risk that what they want cannot be done in a reasonable time/budget, and that agile lets you reach that understanding (will it work?) fairly quickly and cheaply. It is largely a risk reduction strategy.
I was a product manager with a team of 5 product specialists and about 15 developers, during a transition to Agile. After we got used to it, we loved Agile, but the biggest headache for me was trying to run interference with upper management who didn't understand it and wanted detailed Gannt charts. You data plan strikes me as being quite agile. Do small bits of work, if successful do more small bits. If it isn't working pull the plug and move on. The key thing for management to understand is that there is always a risk that what they want cannot be done in a reasonable time/budget, and that agile lets you reach that understanding (will it work?) fairly quickly and cheaply. It is largely a risk reduction strategy.