I have spent the last 2 evenings in Birmingham listening to talks by @diaryofscrum at @ScrumUK and @stevejpitchford at @bcsbrum about management and ‘Agile’ software development, which brought some of my own concerns into sharper focus, particularly about the Scrum framework. In many discussions with practitioners over the last couple of years, I’ve heard the following phrases:
“Agile is an adjective not a verb”
“Agile isn’t something you do, it’s something you are”
“Agile is a philosophy not a method”
“Agile isn’t a process”
Someone who ISN’T agile has to start somewhere. They typically need to DO something, to write software. Would we claim,”Scientific” is an adjective not a method? We wouldn’t, because it is both. The scientific method is a function which delivers what we call “scientific knowledge” as its value. If it didn’t, it would be pointless.
Managers are generally trying to get things done. Each team must agree its own Agile Operating Model (thanks to BCS’s ‘Agile Foundations’ book for that useful phrase.) What came out of the last couple of evenings was pragmatic application of philosophy. Many organisations take Scrum as a starting point, without realizing that “framework” is to be taken very literally. Scrum doesn’t paint the complete picture. It is (part of) a process to organize work. It says almost nothing about how to do that work. It is an alternative to writing a project plan “up-front”, when you know least.
An Agile Operating Model is a process which delivers a value, so it is a function. My scientific hypothesis is that it delivers valuable business function change, sometimes in the form of software. It is itself a business function. Agility has business functions as first class citizens. It doesn’t meet general expectations of a process because it can recursively self-modify. That doesn’t mean it isn’t one. As the kids say, “get you an agile function that can do both”.