In early 2001, with the creation of the Manifesto for Agile Software Development, the adjective ‘agile’ obtained a specific meaning in the context of software development. The manifesto, commonly known as the Agile Manifesto, holds 4 value statements with 12 principles behind it. In these values and principles the signatories of the manifesto captured the mindset, the DNA, common to their approaches to software development.
Over the years to follow, Agile became a proper noun, capitalized, pretty popular and ultimately big business as the methods for Agile software development were increasingly adopted. Success obfuscates and diminishes actionability, it seems. Today “Agile” is all over the place; coming in many flavors, wrappings, definitions, interpretations, and discounted. “Agile” sells. It is probably the most used prefix for roles, jobs, positions, functions and phases found in the software industry. The fact that Agile is a set of values and principles is easily ignored, as are the actual values and principles themselves.
Correlating ‘scaling’ to Agile has a similar neglect. Tactics change with scale. Strategies change with scale. Values and principles don’t change with scale. Claims and statements on the need, the ability, the inability, the whatever to scale Agile are plainly besides the point. Values and principles are agnostic of scale.
Agility, as an extension of Agile, refers to the state that people, teams, organizations hope to achieve by adopting Agile development processes. Agility, as such an extension, is a state of high responsiveness, speed and adaptiveness; a state of constant invocation of change, evolution and improvement. A state of agility enables people, teams, organizations to better deal with the natural complexity and unpredictability of the work of software development itself, the organizational context within which it happens and the external circumstances faced. The adoption of Agile indeed is an important foundation for this (business or enterprise) agility.
Scrum emerged in the early ’90s from the work of Jeff Sutherland and Ken Schwaber. They formalised and turned Scrum into a cohesive set of rules and roles for complex product development, that was formally presented to the public for the first time in 1995. The definition of Scrum, its rules and roles are described in the Scrum Guide. Both co-creators of Scrum are signatories of the Agile Manifesto. The values and principles of the Manifesto for Agile Software Development underpin the Scrum framework which thrives on empiricism and self-organization. Scrum is better understood when seen through the lens of the Agile Manifesto.
As with Agile, the Scrum Values and Scrum’s fundamental roles and rules as described in the Scrum Guide don’t change with scale. But scaled implementations of Scrum require different tactics in implementing the rules.
In Scrum, actually… Agile is the DNA driving the behavior throughout the software development ecosystem.
Agile and Scrum, actually, are two inseparable ingredients in a software development ecosystem.
5 thoughts on “Agile and Scrum, actually”
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[…] values and principles as Gunther Verheyen mentioned are agnostic to […]
[…] Agile and Scrum, actually […]
[…] This is has been my thought process on scaling agile for a while, but I’ve often struggled to fully articulate this idea. Then I saw Gunther Verheyen’s recent post – “Agile and Scrum, actually”. […]