Overview of agile methods
- Apr 4
- 8 min read
An overview of relevant methods and applications.
Agile methods – that sounds like lean projects, short implementation times, and capped costs. In short: it sounds good. Because that's exactly what companies need, not just on a small scale, but on a large scale as well. Flexibility, shorter response times, flat hierarchies. In practice, agility often emerges through projects, and this is where it becomes clear which companies have cracked the code and which fail.
What exactly are agile methods? How do they differ from agile techniques? Which methods are agile and why? And how do I even choose one from the now quite extensive portfolio? Because, although they're all agile, not every method is suitable for every project. And to truly benefit from the advantages mentioned above, it's essential to select the right one. Otherwise, despite all the agility, you'll be wasting time and money.
This blog post marks the end of that. We'll address the important questions so you can manage your projects quickly and efficiently in the future. Agile, in other words.
This blog post marks the end of that. We'll address the important questions so you can manage your projects quickly and efficiently in the future. Agile, in other words.
Why use agile methods?
When I tell you that the world is changing ever faster, I'm not telling you anything new. Trends that used to build up slowly like gigantic waves now crash against the shore much more rapidly, at shorter intervals. They build up faster, they break faster. Companies that can't find a way to react to this will lose out. It's simply no longer viable to work through projects according to a rigid plan that, depending on the size and scope of the project, may have been drawn up one or two years ago. Deviations from the plan are now the rule in many projects – not the exception.
The issue is complex and permeates many levels. Key issues include the shortage of skilled workers and high job turnover. If your project manager leaves—or a key team member—or if there are changes among the stakeholders, the project work may need to be adapted. It's not just about the project itself, but also about the framework. And, incidentally, companies that work agilely have a better chance of retaining their employees and even mitigating the aforementioned problems to some extent. Agile working means a shared focus, a pursued vision, and collaboration on equal footing—all aspects that people value and seek in their employers today.
When are agile methods appropriate, and when should I use them?
In 2001, several senior software developers published the "Agile Manifesto," which aimed to improve project structures in the IT sector. In it, they formulated, among other things, agile principles, values, and ideas. (You can read more about this in this blog post .) However, agile values and principles are only one side of the coin. The other side consists of agile practices and agile methods—that is, procedures for how projects can be implemented in an agile manner. (See also the blog post on Scrum .)
The Cynefin Framework
The Cynefin framework is ideally suited to answering the question of the best approach on a case-by-case basis. Developed in 1999 as a knowledge management model, it was soon adopted as a strategy model to determine the appropriate solution and processing strategy based on specific circumstances.
The Cynefin framework is divided into four quadrants:
Simply put: An environment where everything is clear; the relationship between cause and effect is obvious. The approach is: Sense – Categorize – Respond , and you can already draw on best practices. Example: Manufacturing companies with mass production. Method: Hierarchical or waterfall project management.
Complicated: The cause-and-effect relationship requires analysis or examination : Sense – Analyze – Respond. Some aspects are known, but not everything. You can draw on best practices. Example: Customer projects with standard software, smaller projects. Method: Lean, agile methods such as Kanban.
Complex: First, data must be collected. The cause-and-effect relationship is unclear. Insights are gained through rapid feedback: Probe – Sense – Respond . Examples: Projects with many stakeholders and little existing expertise. Methods: Iterative agile approaches such as Scrum.
Chaotic: There is no relationship between cause and effect. Everything is unknown. The goal is to move into a different quadrant: Act – Sense – Respond. Examples: Innovative ideas, projects in unknown markets and regions. Methods: Iterative, open-ended methods such as Design Thinking.
Not all projects need to be managed using agile methods. If good or best practices already exist, an agile approach usually offers no measurable benefit. In this case, you have already identified the implementation steps and gathered much, if not all, of the necessary information and causal chains.
The Stacey Matrix
Another practically relevant model for reflecting on the use of agile methods is the so-called Stacey Matrix. It categorizes projects into four levels: simple, complicated, complex, and chaotic. The higher the complexity, the more likely agile methods should be used. This matrix provides an initial guideline but generally cannot fully represent the complexity of a project.
“The idea that applying agile methods automatically changes thinking is only partly true. Doing it alone is often not enough.” (Svenja Hofert, Agile Management Consultant)
Overview of agile methods
There are a number of agile methods, each suited to different projects. Some were already touched upon in the last section. Now we'll take a look at five methods that are (or should be) used in many projects and across various industries.
SCRUM
Perhaps the best-known and most widely used agile method is Scrum – and this is often where the first misconception arises, because, strictly speaking, Scrum isn't a method at all, but a framework. It's a framework that allows projects to be managed iteratively and gives the project team maximum freedom. Feedback loops replace rigid work instructions, and there's no project manager who assigns tasks. Scrum is primarily about having a deliverable at any given time that could theoretically be released to the market.
Scrum works with roles (members of the Scrum team), events (meetings), and artifacts (documents). The project is divided into sprints – periods of productive work in which the team works towards an (interim) result. This rather loose framework makes Scrum so versatile. From product launches to webshop programming, almost all projects can be managed very well with it.
For a deeper insight into SCRUM and detailed information on roles, events, and artifacts, please see this article: What is SCRUM?
Design Thinking
Design Thinking is all about innovation and creativity. As you've already seen, this method is ideally suited for projects where you're starting from scratch, where little is known and even less can be assumed. Unlike other methods, Design Thinking is absolutely human-centered: What does the customer need, how do they feel? Empathy is paramount. The best possible solution for the customer (and therefore the company) is sought iteratively, usually in the form of a workshop. This is why the method is also perfectly suited for interdisciplinary project teams where many different perspectives come together.
Despite its openness and creativity, Design Thinking follows a structure and is divided into six phases (Understand, Observe, Define, Ideate, Prototype, Test). These phases do not have to be linear and depend on the results achieved. Sometimes a phase is repeated, sometimes it is skipped.
This blog post provides detailed information on how to plan, set up, and conduct a design thinking workshop.
Working with Kanban
Kanban is an agile method ideally suited for projects requiring a continuous workflow. While software development is a classic example, Kanban also helps marketing maintain or regain an overview and speed. The goal is to optimally distribute resources and have a clear picture of work status and tasks at all times. At its core is the Kanban board. This can be created digitally using a project management tool like Trello or physically on a flip chart. Cards or sticky notes are sorted into lists representing different work statuses. This provides a clear view of current tasks and allows for easy prioritization. Furthermore, the process is continuously improved because any bottlenecks are immediately apparent.
You can learn more about Kanban and working with Kanban boards in this blog post.
Retrospective
Retrospectives are a core element of agile working. These team reviews ("retrospective" = looking back) are an integral part of the Scrum framework, but can also be used completely independently of other agile methods. The goal is to pause and analyze, regularly throughout a project – or simply as a regular event within teams and departments – what went well and what can be optimized in the future. To this end, the retrospective follows a fixed structure and is divided into the following phases: introduction, data collection, insights, action planning, and conclusion.
Regularity is particularly important. Retrospectives are not a one-off event and should not be held only after the project has been completed, but rather at fixed intervals.
Here you will learn everything about the process, the benefits and the possible pitfalls of a retrospective.
Lego Serious Play
Lego Serious Play (LSP) is another method that primarily relies on creativity to solve complex problems and strengthen teams. In a process facilitated by a certified LSP facilitator, participants use Lego bricks to visualize ideas, create models, illustrate complex concepts, and share them with the team through storytelling. The tactile experience of building makes complex problems tangible and easier to understand. LSP can be used in various areas of a company, from strategy development and problem-solving to team building and conflict resolution.
It is important to note that the models built in an LSP workshop are never evaluated. Every model is considered equal; there is no hierarchy between the participants' ideas.
In this blog post, I will discuss Lego Serious Play in detail.
Are you interested in a creative LSP workshop? Feel free to contact me to arrange a facilitator session !
Introduce agile methods
If your company has previously operated with a different leadership and project management style, switching to agile methods and ways of working can create uncertainty and resistance. Therefore, it's crucial to allow this process sufficient time and – I cannot stress this enough – to involve the team from the very beginning. Sending managers to a workshop and then switching completely to Scrum the following week – that will almost certainly fail.
Start small by defining a manageable pilot project to be managed using an agile project management method – and discuss with the project team which method is best suited. Depending on the outcome, you may need further training for your employees or an external facilitator to guide you through the initial steps. Setbacks and obstacles are inevitable; don't let them discourage you, but rather use the feedback – in the true spirit of agile working – to optimize for the next iteration.
Conclusion
Agile methods are not just a trend; they are an answer to the challenges of an ever-accelerating world. The flexibility they offer enables teams to work more efficiently and effectively. Whether in software development or other projects, agility is key to managing the uncertainties of the modern business world. In a time of change, it's time to move agilely.
Nevertheless, one must be careful: not every method is suitable for every project, and where agile work has never been done before, a sudden changeover quickly risks overwhelming and overburdening employees.