Agile is not Agile processes, but Agile processes are Agile

A common strategy for Agile implementation is to implement an Agile process in an existing organization, and then adapt that process

to match that organization. An example of this is when SCRUM becomes SCRUMFALL and from that the implementation reverses back to

waterfall processes driven by a orginization chart. To avoid this, we should follow the Agile Manifesto by starting with

“Individuals and interactions over processes and tools”

  • Build the first Agile Team by withdrawing resources from the existing organization.

  • Retire the organization hierarchy for the Team and trust the Team to self- organize.

  • Let the Team decide what to do, how to design a solution and what to deliver for most possible value by iteration.

Then; when the first Agile team is in place; start implementing an Agile process; selected in alliance with the team; to support the team,

instead of performing as a roadmap for the Agile implementation. When the Agile team is in place and supported by an Agile process,

it is time to focus on creating progress.

  • Focus on describing what our business wants to achieve, and what business value is expected.

  • Trust in the team to deliver most value by iteration, based on knowledge and feedback.

  • Work with the business organization, describe, discuss, and use feedback to learn for upcoming iterations

  • Acknowledge and share problems, this will create knowledge for the future

Plan on knowledge and feedback instead of on predictions and theory and deliver repetitive instead of adapting upon full delivery.

Implement Agile thinking in the organization

then support the implementation with Agile processes.