We have covered a broad range of topics in our discussion of Agile. However, the goal of this approach is to fit your team and environment. Think of it as an agile philosophy and not a well-defined or rigid process. Your team should make the framework applicable to them, not force the team into agile methods.
Make Adjustments
The principles and values laid out in the agile manifesto point to one or two primary goals. We want to satisfy the customer and do so with working software. All of the other details of the manifesto are for helping us to accomplish those goals. If any step or recommendation detracts or distracts, then we can skip it. However, we should not do so lightly. These are recommendations. Therefore, they are probably going to be good things to follow while not always necessary.
Dip A Toe In
Several principles can be attempted in “little doses.” For example, you do not need to provide working software with every sprint or even a review each time. There are plenty of sound reasons for skipping these steps at times. Thus, rather than blindly becoming a slave to the process, allow for times where you skip a step. The measure for these instances is whether or not it is valuable.
A modification to sprints, scrum, or principles that makes it easier for you to “try out” agile is perfectly acceptable. Your team will likely grow into a full embrace of the manifesto principles. However, that is not needed, and you should consider any improved progress as valuable.
Fit Your Style
Every team has a different set of strengths and weaknesses, along with its style. That means agile will look different for each group. Embrace the uniqueness of the team with an agile philosophy that works for them. Do not force them into a process that checks off the boxes of agile principles.
Challenge of The Week: What works or is broken in your process that needs to be re-invented or thrown out?
