Being Agile vs Doing Agile
Agile is a software development approach that has gained popularity in recent years due to its focus on flexibility, collaboration, and delivering value to customers. However, there is an important distinction to be made between “being agile vs doing agile.” In this article, we will explore what it means to be agile versus doing agile, and discuss why it is important for teams to strive for a balance between the two. Understanding the difference between being agile vs doing agile is crucial for fostering a true agile mindset and ensuring that the principles of agility are deeply integrated into a team’s culture and practices.
Defining “Doing Agile”
To understand the difference between being agile and doing agile, let’s start by defining each term. “Doing agile” refers to the act of following the ceremonies, practices, and frameworks commonly associated with agile development. This includes things like holding daily stand-up meetings, using a Kanban board to manage work, and conducting regular sprint planning and retrospective meetings. These activities are important and can provide structure and guidance to teams, helping them to stay organized and on track.
Defining “Being Agile”
On the other hand, “being agile” goes beyond simply following a set of practices. It is a mindset and a way of thinking that drives continuous improvement and adaptation. Being agile means embracing change, collaborating closely with customers and stakeholders, and focusing on delivering value early and often. It involves fostering a culture of openness, trust, and accountability, where individuals are empowered to make decisions and take ownership of their work.
The Importance of Balance
While doing agile practices can help teams become more efficient and effective in their development process, it is being agile that truly enables teams to respond to changing requirements and deliver better software. By focusing on being agile, teams can create an environment where individuals feel empowered to experiment, learn from failure, and continuously improve their processes. This mindset allows teams to adapt their approach based on feedback and deliver products that better meet the needs of their customers.
Example: Doing Agile vs Being Agile
To illustrate the difference between being agile and doing agile, let’s consider an example. Imagine a team that follows all the scrum ceremonies and uses an electronic board to manage their tasks. They are doing agile, but if they are resistant to change, lack collaborative communication, and do not value customer feedback, they are not truly agile. Their focus is solely on following the process, without embracing the principles and values that underpin agile development.
On the other hand, a team that embodies the principles of being agile will be more likely to respond to changes in requirements, explore new ideas, and identify innovative solutions. They will actively seek feedback from customers and stakeholders, and use that feedback to adjust their approach and improve their products. By being agile, teams can continuously learn, adapt, and grow, leading to higher-quality software and more satisfied customers.
Transitioning from Doing Agile to Being Agile: Key Practices and Behaviors
1. Embrace change: Being agile vs Doing agile
Being agile means being open to change and being willing to adapt plans and processes as needed. Encourage team members to view change as an opportunity for growth rather than a disruption.
2. Foster collaboration:
Agile development thrives on collaboration. Encourage cross-functional teams to work closely together, facilitate communication, and promote a culture of collaboration and transparency.
3. Focus on value delivery:
Instead of simply completing tasks, encourage the team to focus on delivering value to customers. Regularly review and prioritize the work based on customer feedback and the expected impact on the business.
4. Encourage continuous improvement:
Provide opportunities for team members to reflect on their processes, experiment with new ideas, and learn from their experiences. Encourage a mindset of continuous learning and improvement.
5. Empower individuals:
Give team members the autonomy and responsibility to make decisions and take ownership of their work. This fosters a sense of ownership and accountability, leading to higher motivation and creativity.
By combining these practices and behaviors with agile ceremonies and frameworks, teams can transition from simply doing agile to truly being agile. This will enable them to not only deliver software more effectively but also to continuously learn, adapt, and improve their processes.
In conclusion, being agile and doing agile are two different things. While doing agile practices can provide structure and guidance, being agile is about embracing a mindset that drives continuous improvement, collaboration, and value delivery. By focusing on being agile, teams can create an environment that enables them to respond to change, deliver better software, and ultimately, delight their customers.