Being Agile: Approaches, Environments, and Behaviours in Action
1. Being Agile: Agile Approaches
Diving Under the Umbrella of Agile Approaches
Agile is best understood not as a single method but as an umbrella framework that
encompasses multiple approaches sharing common values and principles. All Agile approaches
emphasize iterative development, customer collaboration, continuous feedback, and
adaptability to change, yet each differs in practices, roles, and technical focus.
Agile approaches evolved organically in response to practical challenges faced by development
teams. Instead of prescribing rigid rules, they provide guiding structures that teams tailor to
their organizational context. This flexibility explains Agile’s widespread adoption across
industries such as software engineering, cloud services, artificial intelligence, fintech, and
healthcare systems.
Under the Agile umbrella, three approaches have emerged as foundational and widely adopted.
These are often referred to as the Big Three: Lean, Scrum, and Extreme Programming (XP).
Reviewing the Big Three Agile Approaches
1. Lean
Lean originated from Toyota’s production system and was later adapted to software
development. Its central focus is the elimination of waste and the maximization of value
delivered to the customer.
Key principles of Lean include:
• Eliminating non-value-adding activities
• Building quality into the process
• Delivering fast through small batches
• Respecting people and empowering teams
• Optimizing the entire value stream
In a project management context, Lean encourages managers to question every activity: Does
this directly contribute to customer value? If not, it should be reduced or removed. From my
perspective, Lean is particularly powerful in large organizations where inefficiencies often
accumulate unnoticed.
Authoritative reference:
[Link]
2. Scrum
Scrum is the most widely used Agile framework and is especially popular in educational and
enterprise environments due to its simplicity and clarity. Scrum structures work into fixed-length
iterations called Sprints, typically lasting two to four weeks.
Core elements of Scrum include:
• Defined roles (Product Owner, Scrum Master, Development Team)
• Events such as Sprint Planning, Daily Scrum, Sprint Review, and Sprint Retrospective
• Artifacts including Product Backlog and Sprint Backlog
Scrum emphasizes transparency, inspection, and adaptation. Rather than predicting the entire
project upfront, teams deliver incremental value and learn continuously. In academic settings,
Scrum is often the easiest Agile method for students to grasp because it clearly defines
responsibilities and workflow.
Official guide:
[Link]
3. Extreme Programming (XP)
Extreme Programming focuses heavily on technical excellence and engineering practices. XP
was designed to improve software quality and responsiveness to changing requirements.
Key XP practices include:
• Pair programming
• Test-driven development (TDD)
• Continuous integration
• Simple design
• Frequent releases
XP assumes that change is inevitable and builds technical safeguards to handle it efficiently. In
my view, XP is particularly relevant for courses related to software engineering, DevOps, and
ethical hacking, where code quality and reliability are critical.
XP overview:
[Link]
ummary of Agile Approaches
While Lean optimizes value flow, Scrum structures team collaboration, and XP strengthens
technical practices, all three share a commitment to customer value, adaptability, and
continuous improvement. Successful Agile organizations often combine elements from
multiple approaches rather than adopting one in isolation.
2. Agile Environments in Action
Creating the Physical Environment
The Agile environment extends beyond processes into the physical and digital workspace.
Agile teams benefit from environments that promote visibility, communication, and
collaboration.
Key characteristics of an Agile physical environment include:
• Open or semi-open seating arrangements
• Shared workspaces that encourage discussion
• Visible task boards and progress charts
Such environments reduce communication delays and promote a sense of shared ownership.
Even in hybrid or remote settings, Agile teams strive to recreate this visibility through digital
tools.
Low-Tech Communicating
Low-tech communication tools play a surprisingly important role in Agile environments. These
include:
• Whiteboards
• Sticky notes
• Physical Kanban boards
• Face-to-face conversations
Low-tech methods are valued because they are fast, flexible, and inclusive. They lower barriers
to participation and foster spontaneous discussion. From a pedagogical standpoint, these tools are
especially effective in classrooms and training labs.
High-Tech Communicating
As teams scale or become distributed, high-tech communication tools become essential.
Commonly used tools include:
• Project management platforms (e.g., Jira, Azure DevOps)
• Collaboration tools (e.g., Microsoft Teams, Slack)
• Version control systems (e.g., GitHub, GitLab)
• Video conferencing tools
High-tech communication enables traceability, remote collaboration, and documentation without
sacrificing agility.
Tool overview resource:
[Link]
Choosing Tools
Agile emphasizes tools that support people, not tools that dictate behavior. When choosing
tools, teams should consider:
• Ease of use
• Support for collaboration
• Transparency and visibility
• Adaptability to team needs
An overly complex toolset can hinder agility rather than enhance it. In my assessment,
organizations often fail not because they lack tools, but because they choose tools misaligned
with Agile values.
3. Agile Behaviours in Action
Establishing Agile Roles
Agile introduces roles that emphasize responsibility over authority. Typical Agile roles include:
• Product Owner: Focuses on customer value and priorities
• Scrum Master or Agile Coach: Facilitates the process and removes impediments
• Development Team: Self-organizing professionals who deliver solutions
These roles reduce hierarchical control and promote shared accountability.
Establishing New Values
Agile behaviour requires adopting values such as:
• Trust and transparency
• Continuous learning
• Openness to feedback
• Respect for diverse perspectives
These values directly influence how teams communicate, make decisions, and handle conflict.
Without this cultural shift, Agile practices remain superficial.
Changing Team Philosophy
Perhaps the most profound change Agile brings is a shift in team philosophy:
• From individual performance to collective success
• From compliance to commitment
• From fear of failure to learning through experimentation
In my academic opinion, this philosophical transformation is the hardest yet most impactful
aspect of Agile adoption. It determines whether Agile becomes a sustainable way of working or
merely a temporary initiative.
