The Agile Executive

Making Agile Work

Three Criteria for Qualifying as Agile

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Agile methods have been gaining popularity to the extent that one sees the term Agile used beyond the domain of software methods. Agile Infrastructure and Agile Business Service Management were used in this blog and elsewhere. Recently I have seen the term used in the domain of Business Process Management (BPM). For example, a presentations entitled Best Practices for Agile BPM will be delivered in the forthcoming Gartner Group Business Process Management Summit 2010.

I have no doubt the term Agile will be adopted in various fields. Using BPM as an example, I propose the following three criteria to differentiate between agile (small A) and Agile (capital A):

  1. Beyond software: A software team carrying out a BPM initiative might use Agile methods. This fact to itself does not suffice to make the initiative Agile BPM.
  2. Methodical specificity: Roles, forums/ceremonies and artifacts for the BPM initiative must be specified. Folks might be already applying Lean, TOC or other approaches to BPM, but a definitive Agile BPM method has not crystalized yet.
  3. Values: Adherence in spirit to the four principles of the Agile Manifesto. Replace the word “software” with “product” in the manifesto (just two occurences!) and you get a universal value statement that is not restricted to “just” software. It applies to BPM as well as to any other field in which products are produced and used.

You might be impressively agile in what you do but it does not necessarily make you Agile. The pace by which you do things must be anchored in a broader perspective that incorporates customers and employees. A forthcoming post entitled Indivisibility of the Principles of Operation will explore the connection between the Agile values (plural) you hold and the business value (singular) you generate.

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