1.2. When does it make sense to go agile?

The key question is: is there something to learn? After all, Agile at its core is an empirical approach. You have to learn about the work on the go, because you are not able to fully understand it right at the start. This also means improving your approach at hand and the team’s interaction as you progress.

Sometimes this question is phrased differently: is the thing we are trying to do complex? Are there unknowns? The answers to all these questions are highly dependent on the context. The same problem can be perceived as highly complex, with lots of opportunities for learning in one organization, whilst in another (perhaps one with a lot more experience in dealing with similar problems) it is merely a complicated issue with a clear solution. You cannot answer the question of whether an Agile approach is useful just by looking at the problem alone. You need to consider the problem within its specific context!

There are topics for which a standard process might be more suitable than an Agile approach, e.g. working with a public procurement procedure, but even then, some tools we show here can come in handy, as you’ll see later in the book. Where there is no benefit to gain from an iterative process, for parts that just need execution, having a standardized process can be a reasonable choice. However, some of the tools we show in this book—most notably Kanban (Chapter 5)— can be used in either setting, or for providing a more general organisational standardisation.

So how does Agile working intend to deal with such a complex situation? One key concept in Agile is radical transparency. The idea behind this is that by creating as much transparency as possible, it is easier to get new information and maximize learning. This means involving anybody who has something useful to contribute, sharing the current situation, and assessing and adapting as fast as possible. To make this work as smooth as possible, a lot of well-organized communication is essential. All this aims at ensuring the best possible quality and effectiveness (= doing the right thing).

One of the things that might be challenging at first is the concept of structured and, in parts, formalized communication. Agile working tries to produce clarity through well-defined processes and a structured setup of meetings. This might seem like additional work, but in the right context it is essential to ensure that a team works on the right things. Overall, it aims to ensure that resources are used as effectively as possible. To summarize: Agile is all about getting the most value, as quickly as possible.