What is Agile?
Agile can be clearly defined, and in certain communities this definition is the only true definition. However, it is possible to define “Agile” in a broader sense. Then the definitions become less precise, but the core philosophy is still intact. Different projects have different needs, and also within the lifespan of a project “agile” can have different contexts and content at the beginning of the project where it is about reducing uncertainty and risk, and at the end when it is about efficient implementation.
Agile as in agile manifest is a set of values and principles, and is at the core of the original definition of Agile in IT, and is implemented worldwide as the de-facto standard for modern systems development.
- Individuals and interactions over processes and tools
- Working software over comprehensive documentation
- Customer collaboration over contract negotiation
- Responding to change over following a plan
The values themselves are universal, but when you dive into the execution and the principles that are derived from the values a production optimization pattern arises. Perhaps the; “Simplicity--the art of maximizing the amount of work not done--is essential.” describes it the best. Often Agile is used in the IT part of a project independent of the methodology of the rest of the project. This can create a divide between the IT part and the rest of the project.
Lean is a maybe the original agile philosophy. It originated in the Toyota plant and was first presented in writing by John Krafcik, 1988 Triumph of the Lean Production System. Lean introduced the terminology of “waste” (in production contexts). Lean differentiate between multiple types of waste (also organizational and unequal), and have different approaches to resolve them. Lean differs from the other agile techniques as it is about improving something existing, and not being inventive or disruptive. It has obviously influenced the thinking behind the Agile manifesto.
Design Thinking is, contrary to Lean, primarily a disruptive philosophy, focusing on generating and testing ideas that can eventually become somethings (products). The optimization is not in efficient creation, but in minimizing what is created. The sooner a hypothesis can be proven wrong the better, as this will generate a pivot, where the direction is changed. There is no concept of waste or process optimization, as it focusses only on first time creation and MVPs, and with cognitive means if possible. Techniques like personas mapping and journey mapping are core, and it is primarily used with problems with (very) high uncertainty.
Design Thinking stems from product development theory from the late 1950s. At the turn of the century Stanford University invested heavily and much of what we call Design Thinking today stems from the work done at Stanford. Recently, Jeanne Liedtka has done much work to transform Design Thinking from a product development method to a broader business method. Often the five steps “What is”, “What if”, “What wows” and “What works” can be used to frame the techniques.
Lean Startup is an attempt by Eric Ries to bridge the void between agile-empowerment and the CxO′s need for control. It introduces terminology as Runway, which is the remaining test cycles that can be performed within the allocated budget. As with Design Thinking it focuses on customer feedback and it promotes running several different test/products, and continue with the one that has the best customer experience (the customer is the boss). Ries also introduce the “Agile accounting”, which is an alternative accounting method than classic accounting. Central is the use of cohorts. In a group of 100 how many want the product. When the product is changed, how many in a new group of 100 likes it. The alternative is often to look at accumulative sales and look for the hockey stick effect, that however will not identify the individual change that improved the customer perception.
Business Agile, is a wider definition of agile, where the best parts of all philosophies are stolen. Basically, it is more a way of work than a set of techniques. It is not restricted to IT projects, but work with the change in an organization needed to accommodate for a more agile way of work. Klaus Leopold is the front figure, and his thoughts can be read in “Rethinking Agile”.
So what is Agile? Well, to me it is a mindset, not a work method, technique, set guides, use or expectations. A mindset where change and uncertainty is at the center, and the ways and methods used to address it are merely means, adaptive to the change of the problem.