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A Real-World Definition of Agile
Agile is a project management methodology based on iterative and incremental development with frequent feedback loops. In practice, this means that work is shipped to customers in small increments, rather than all at once. The feedback received from customers is used for continuous improvement in subsequent iterations.
As a result, project requirements and scope remain flexible and adjustable rather than rigidly planned in advance.
The key elements of Agile:
- Focus on delivering value to the customers as early as possible
- Close collaboration between departments and stakeholders
- Self-organizing teams instead of rigid corporate hierarchies
- Adaptability and readiness for unpredictable changes as part of the plan
Agile helps teams ship working solutions faster, quickly react to change, and continually improve their work in response to evolving customer needs.
Why Do People Keep Asking “What Is Agile?” If Everyone Seems to Know It?
The trickiness arises because Agile is a distinct philosophy, a set of values, and a mindset. All of these things are difficult to grasp when reading a brief Agile definition or a textbook description alone.
To truly understand what Agile is, it’s important to take a closer look at its values, principles, frameworks, and the reasons behind its creation. In this article, we’ll explore all of this and other essential things you should know about Agile.
Why the Agile Methodology Was Created
Before Agile entered the scene, one of the most widespread methodologies was Waterfall. In this approach, work is organized as a series of consecutive stages that follow a predefined plan based on a fixed roadmap. A final product is shipped to the customers at the very end of the process.
At the same time, in the 1990s, the world began to change rapidly. With the wide adoption of the internet, there was a boom in e-commerce and other types of e-businesses. Many organizations just couldn’t keep up. Their cumbersome, highly formalized processes were slowing them down.
In this fast-paced and competitive environment, Waterfall had significant disadvantages. First of all, it took a very long time for the end users to receive working software. Secondly, it was only at the very end that the development team received customer feedback. When a product was finally ready, it often turned out that it wasn’t what customers wanted.
The software development industry needed an alternative approach to work more effectively.
Agile Manifesto: The Birth of Agile
To address the challenge, a group of industry thought leaders convened for a historic meeting. They used several emerging cutting-edge approaches to create something new. By that point, Lean thinking and “Light methodologies,” such as Extreme Programming, were already taking shape. Along with other concepts, they formed the basis for Agile.
The authors of the new methodology sought to move away from corporate bureaucracy, with its cumbersome processes. They wanted to create something more dynamic and flexible, with the ability to easily integrate changes into an adjustable plan. Following prolonged discussions, they developed a solution they called Agile.
The Manifesto for Agile Software Development, signed in 2001, documented the ideas, values, and principles of the newly born Agile methodology.
Agile vs Waterfall – Comparison Table
To better understand the breakthrough impact of Agile, review the key differences between the new approach and its predecessor, Waterfall.
| Parameter | Waterfall | Agile |
| Approach Type | Linear and sequential | Iterative and incremental |
| Planning | Done entirely upfront at the beginning | Evolving throughout the project |
| Flexibility | Rigid — changes are difficult once development begins | Highly flexible — changes are welcomed |
| Customer Involvement | Customer involved mainly at the beginning and end | Ongoing collaboration and feedback |
| Delivery Style | Final product delivered at the end | Small, frequent releases of working software |
| Testing | Performed after development is complete | Continuous and integrated into development |
| Risk Management | Risks discovered late in the process | Early detection and adjustment |
| Documentation | Heavy and fixed upfront | Lightweight and adaptive |
| Team Collaboration | Structured roles with clear hierarchy | Cross-functional and self-organizing |
| Best For | Projects with clear, fixed requirements and low uncertainty | Projects with evolving requirements and need for speed |
The 4 Agile values laid out in the Agile Manifesto
The manifesto itself is brief, but there’s a lot to unpack. Here’s what it looks like:
These four key values form the backbone of the Agile mindset and methodology.
- Individuals and interactions over processes and tools
Agile values active communication and self-organizing teams. Work is done more effectively when people can freely exchange ideas, take initiative, and have ownership. According to Agile, it’s better to resolve blockers or move things forward through simple conversations rather than launching formal processes.
This value is in sharp contrast with the bureaucratic and highly formalized practices used in Waterfall. While the latter is built for hierarchical, highly regulated relationships, Agile promotes less formal collaboration with swift and frequent communication.
- Working software over comprehensive documentation
The core focus of Agile is producing value for customers as quickly and efficiently as possible. Following this logic, teams should allocate fewer resources to activities that do not directly contribute to creating value. In particular, preparing and reviewing documentation should take the bare minimum of time.
In Agile, documentation is concise, lightweight, and it’s constantly updated as the product evolves. While in Waterfall, documentation was extensive and time-consuming. Moreover, it had to be finished upfront before development started.
- Customer collaboration over contract negotiation
In Agile, customer feedback is an integral part of the development process. Customers can be end-users, clients who have ordered the solution, or other stakeholders. A development team should closely collaborate with customers to discuss possible options, adjust requirements, and collect feedback. This feedback is used to improve the product in the next iteration and maximize value for the customers.
This collaboration must be ongoing. At the same time, in Waterfall, customers are mostly engaged in the beginning, when they provide requirements, and in the end, when they receive a ready solution. In this case, the included features were developed strictly in accordance with the initial contract.
- Responding to change over following a plan
Agile was created for working in conditions with a high level of uncertainty and unpredictability. Teams following this methodology should be open to change and prepared to adapt on the go. Therefore, it’s expected that requirements may change throughout the development process, and priorities can shift many times.
In the Waterfall method, an unexpected change would derail the plan and cause a standstill. In Agile, you expect the unexpected and incorporate it into your plan. This enables teams to rapidly enhance their product based on the latest trends, new insights, or customer feedback.
These values are further elaborated upon in the set of core principles developed by the authors of the Agile Manifesto.
The Main Principles of The Agile Methodology
Here, we present the 12 principles of Agile as outlined in the Agile Manifesto. We’ve also included a brief commentary for each of the principles to help you better understand the essence.
- Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. The earlier the customer receives working software, the earlier they can benefit from it or receive value. That’s why a minimum viable product is shipped as early as possible. Then, it should be further upgraded and perfected in the process of continuous iterative delivery. This creates a continuous value stream.
- Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage. This principle emphasizes the importance of adaptability. If circumstances change, new trends emerge, or customers have new needs, these should be incorporated into the updated development plan. As a result, customers receive the most relevant solution possible.
- Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale. Shorter increments increase adaptability and create faster feedback loops. When stakeholders are given the opportunity to provide feedback more frequently, the development team won’t spend too much time following the wrong path.
- Business people and developers must work together daily throughout the project. People representing the business side or the process should be constantly in touch with the dev team, helping them focus on business value and customer needs.
- Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Agile promotes initiative, ownership, and taking responsibility. People build better solutions when they feel trusted and when their ideas are heard. To be Agile, an organization should embrace and support initiatives coming from the team, rather than imposing directives from the top.
- The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Communication should be swift and to the point. This helps quickly unblock people, share the necessary expertise, and so on. This principle tells us: when you need something, just go talk to the person who can help you. Avoid lengthy email exchanges or requesting their help through a supervisor.
- Working software is the primary measure of progress. Even though there can be plenty of other side tasks (such as preparing documentation), they don’t count as progress. Only actual working software does. This helps teams keep their ultimate goal in mind at all times.
- Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Work should be organized in a consistent manner, without periods of overtime or downtime. This ensures that the team remains stable and work can be carried out steadily.
- Continuous attention to technical excellence and good design enhances agility. Although delivering value fast is a priority, quality shouldn’t be sacrificed. For example, investing extra effort in code quality reduces tech debt and helps avoid issues further down the road. As a result, building high-quality products enhances agility, allowing a project to move forward faster.
- Simplicity – the art of maximizing the amount of work not done – is essential. This principle was borrowed from Lean thinking. All the work that is not strictly necessary should be eliminated. This can be removing procedures that are no longer needed, reducing unnecessary documentation, or limiting product features to what customers really need.
- The best architectures, requirements, and designs emerge from self-organizing teams. Team members should be given the opportunity to organize their work themselves. They can design their own processes and practices rather than be confined by the instructions received from the manager. This will make teamwork more effective.
- At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. In Agile, continuous improvement is a crucial concept. Usually, after shipping the next version of working software, a team should hold a retrospective meeting to analyze the positive and negative aspects of the latest work cycle. This helps define the best practices and avoid the same mistakes in the future.
Agile Frameworks
Agile values and principles can be implemented in practice through various project delivery frameworks and methods. Let’s explore some of the most significant ones.
Extreme Programming (XP)
XP was one of the “light” frameworks that later formed the backbone of Agile. Although it was created for software development projects, with some adjustments, it can also be successfully applied to other areas.
The framework’s name, Extreme Programming, is associated with extreme sports because the essence of XP is to take the best practices to the extremes. For example, running customer tests not only for large features but also for smaller improvements. The goal is to collect more feedback and refine the end result better. The focus of XP is technical excellence, achieved through simplicity, high-speed feedback cycles, and test-first development.
Extreme Programming introduced several innovative practices, such as:
- Test-Driven Development (TDD) – tests are written before creating code, not vice versa. This helps developers work with testing in mind and strive for higher code quality.
- Pair programming – two developers work on the same codebase simultaneously. They discuss the best perspectives and review each other’s work in near real-time. This allows teams to develop better solutions and catch bugs early.
- Small releases – software is delivered in small, frequently released chunks. This helps gather feedback faster and test more rigorously.
- Continuous integration and continuous refactoring – in XP, you don’t need to wait until the end of the iteration. Integration occurs continuously, up to several times a day.
- Starting with a simple design – when a team begins working on a solution, its design must be straightforward and include only the minimum required scope. Then, it can be iteratively improved along the way based on arising needs and changing requirements. This helps teams start light, move fast, and obtain feedback quickly. With a complex design laid out upfront, this would not be possible.
In Extreme Programming, teams can achieve higher product quality, reduce technical debt, and deliver working solutions more quickly.
Scrum
Scrum is a framework that offers a set of prescriptions and practices for implementing Agile values. In Scrum, work on a product is organized as a series of time-boxed iterations, called sprints. The processes rely on self-organized cross-functional teams. At the end of each sprint, individuals should reflect on the results achieved and utilize their experience for continuous improvement.
Scrum is considered the most popular framework for Agile teams, particularly in software development. Its name originates from rugby. In this sport, the term “scrum” refers to a position where players lean over the ball, and everyone is determined to bring it to where they need it to be. This reflects the essence of the Scrum approach with its highly focused teams and strict rules of the game.
The key elements of the Scrum framework are:
- Sprints – fixed periods designated for completing a planned scope of work. Typically, a sprint lasts two weeks, but it’s also possible to have shorter or longer sprints.
- Ceremonies – repeating routine activities that form the structure of a team’s work. These include sprint planning, daily stand-up meetings, sprint review, and retrospective meetings.
- Artifacts – concepts and elements used to organize work: product backlog, sprint backlog, Scrum board, the definition of “done”, the definition of “ready”.
- Roles – Scrum prescribes sharing responsibility within a team based on roles rather than job titles. The three main roles are:
- Scrum master – this person helps a team self-organize, plan work, remove blockers, and deliver a completed increment on time.
- Product owner – someone who keeps track of customer and business requirements, sets priorities, and ensures the team is focused on producing the maximum value.
- Development team members – people with different skills and backgrounds, forming a cross-functional team and delivering work throughout the sprint. These can include developers, designers, UX specialists, writers, QA engineers, and others.
However, following the prescribed rules and ceremonies alone doesn’t necessarily make a team Agile. It’s also important to adopt the Agile mindset and values. Then, a team can effectively use Scrum as a basis and build its processes upon it.
For more information about Scrum, see the Official Scrum Guide written by the creators of this framework.
Kanban work management system
Having originated from Toyota’s manufacturing processes in the 40-s, today, Kanban is a popular work management system used in various industries. The name consists of the Japanese words “kan” – board and “ban” – sign.
The core principle of this system is visualizing work on a special board, where each task is represented by an individual card. The board has several columns that correspond with the main work stages. For example, “To Do”, “In Progress”, and “Done”. Together, these columns represent a “Workflow” – a complete process from starting a task to its delivery. When a task enters a new stage, it’s moved to the next column. As a result, it’s easy to see the work status at a glance.
The key elements of Kanban are:
- Kanban board – Initially, this method worked as a physical board, and it can still be used in this way – as a whiteboard with sticker notes, for example. Many popular tools offer a digital version of the Kanban board, such as Jira, Trello, Asana, etc.
- Kanban card – a rectangular box containing the details of a single task, request, ticket, user story, or another type of work to be done.
- Pull work approach – new work should be “pulled” by a team rather than “pushed” by the management from the top. The idea is to take on new tasks once the team finishes the previous ones and has the capacity for new work. New tasks are pulled from the left column, such as “Backlog” and “To Do”, and then moved to the right until they are “Done”.
- Work-in-progress limits – to further increase focus and productivity, teams can set limits for the number of tasks that can be in progress at the same time.
- Continuous workflow – in Kanban, there’s a steady stream of work flowing from “To Do” to “Done”. It’s not time-boxed, as in Scrum, although Kanban can be adjusted to work well with different processes.
Kanban allows teams to organize work efficiently and better manage their workflows. It provides visual clarity, scalability, and flexibility. One of the advantages of this method is that it can be easily implemented on top of your existing processes and support them.
Scrum vs Kanban – Comparison table
Scrum and Kanban are both located under the Agile umbrella and represent different ways to implement the Agile mindset. The primary difference is that Scrum is an Agile framework, whereas Kanban is a work management method that can be used in conjunction with Agile, DevOps, Waterfall, and other approaches. As Scrum and Kanban fall into different categories, they are not direct alternatives to one another. Moreover, they can be successfully used together. Here’s the summary of their main differences:
| Parameter | Scrum | Kanban |
| Definition | An Agile framework with defined roles, events, and rules | A work management method focused on optimizing flow and limiting WIP |
| Approach Type | Iterative, time-boxed (sprints) | Continuous flow |
| Structure | Prescriptive with defined roles and ceremonies | Flexible, minimal rules |
| Team Roles | Product Owner, Scrum Master, Development Team | No required roles |
| Work Planning | Planned in sprints (usually 1–4 weeks) | Planned as needed, task-by-task |
| Workload Limits | Set at the sprint level | WIP (Work In Progress) limits per column |
| Meetings | Daily stand-up, sprint planning, review, retrospective | Daily stand-up (optional), no fixed events |
| Board Type | Scrum board (shows sprint backlog) | Kanban board (shows continuous flow) |
| Change During Work | Changes discouraged mid-sprint | Changes allowed anytime |
| Metrics Used | Velocity, Burndown chart | Lead time, Cycle time, Cumulative flow diagram |
| Best For | Teams with structured work cycles | Teams needing flexibility and continuous delivery |
For more details on Scrum, see our article Difference between Scrum and Agile.
While understanding these concepts and their differences is important, it’s best to focus on what’s most reasonable for your project, not on labels.
Lean methodology
Although closely connected to Agile, Lean emerged earlier and, in fact, contributed to the shaping of the Agile mindset. Currently, Lean is considered a separate methodology with its own principles and distinct ways to implement them in practice.
The core of the Lean approach is to continuously produce value while optimizing resource usage and eliminating waste. Any steps that are not focused on value creation or feel optional are considered waste. Other crucial elements of the Lean methodology include continuous experimentation and continuous, incremental process improvement, also known as kaizen.
The five key principles of the Lean methodology are:
- Identify value – define customer needs and understand how you can meet them or deliver value.
- Map the value stream – plan the steps needed to produce this value. Challenge every step in the plan by asking: Do we need it? Does it create value? Eliminate everything that can be considered waste.
- Create flow – ensure a smooth and efficient process for work through all the planned stages.
- Establish pull – ensure that what you produce is in demand, and customers will “pull” your product from the shelf. Only produce what is truly needed.
- Pursue perfection – continuously improve processes. Conduct frequent incremental experiments to identify opportunities for optimizing the previous four steps. Minimize waste and maximize value over time.
Lean has its roots in manufacturing but is now widely applied in various areas, including software development. Implementing the Lean approach can increase productivity, improve customer satisfaction, and reduce costs.
Agile vs Lean – Comparison table
Although Lean preceded Agile, it is now considered to be part of the Agile umbrella. So, strictly speaking, it’s not exactly correct to compare them because they are overlapping systems, not alternatives. However, for practical purposes, if you need to better understand the distinct features of both methodologies, this comparison table can be helpful.
| Parameter | Lean | Agile |
| Origin | Manufacturing (Toyota Production System) | Software development |
| Main Focus | Eliminating waste, maximizing value flow | Delivering value through iteration and feedback |
| Approach | Continuous improvement (Kaizen) | Adaptive planning and fast delivery |
| Customer Role | Understand customer value, then deliver it | Involve customer continuously, get feedback |
| Delivery Style | Just-in-time, smooth flow | Incremental, sprint-based deliveries |
| Team Structure | Emphasizes efficiency across the value stream | Emphasizes collaboration and self-organizing teams |
| Documentation | Minimal but structured | Lightweight and evolving |
| Change Management | Improve processes gradually | Embrace changing requirements openly |
Here’s a scheme showing how Lean and Agile relate to each other and other Agile practices and frameworks:
Hybrid Models
Some people are very committed to following all the prescriptions of the Agile methodology to the letter. They passionately advocate for doing everything by the book, adhering to all the rituals and ceremonies, and practicing “pure” Agile.
Such a strict approach can be beneficial when a team is just starting out with Agile and lacks experience. In all other cases, a more reasonable approach is to find a model that feels the most relevant and effective for your specific case. This can be a mix of Agile frameworks, such as XP and Scrum, or even a mix of Agile and Waterfall methodologies. Such models are called hybrid Agile approaches or mixed methodologies. Here are some examples:
Scrum plus Kanban (Scrumban)
Scrumban is a very common hybrid model adopted by many Agile teams. It borrows its structure from the Scrum framework, with its fixed-time sprints, daily standups, and retrospective meetings at the end of each sprint. At the same time, it incorporates key elements from Kanban: a visual board, cards representing tasks, limits on work in progress, the pull work principle, and continuous workflow.
XP plus Scrum
This model, likewise, takes Scrum ceremonies as a basis and includes time-boxed sprint cycles and the system of regular meetings. This framework is enriched with some of the most distinctive elements of Extreme Programming (XP), such as pair work, test-driven development (TDD), as well as continuous integration and continuous refactoring.
Waterfall plus Agile
Although these two methodologies are very different, it may sometimes be reasonable to combine them. This hybrid model can incorporate elements such as upfront planning and extensive documentation, similar to those found in the Waterfall model. At the same time, the development process can be organized in sprints or follow another Agile framework.
This mixed model can be convenient when compliance requirements or contract conditions demand extensive planning in advance, strict budgeting, or detailed documentation. Another reason to use this hybrid methodology is when your team is Agile, but you need to work with a vendor that follows Waterfall. To work together successfully, you will need a blended model.
The Key Business Value of Agile
Adopting the Agile culture and processes has a significant business impact. It allows you to build more efficient teams that are more productive and create better results. In particular, an Agile organization receives benefits such as:
- Faster time to market
- Adaptability and flexibility
- Increased stability and risk mitigation
- Enhanced productivity
- Higher product quality
- Greater level of customer satisfaction
- Better collaboration and cross-team alignment
- Producing more valuable results
Obstacles to Implementing the Agile Methodology
Change aversion
It can be stressful for people to leave their comfort zone and try something new, especially when it requires changing their whole mindset. As a result, teams and leadership may resist the agile transformation and cling to the old processes.
Incorrect focus
Sometimes, teams do all the right things, practice all the prescribed rituals and processes, but still don’t become agile. Focusing on processes rather than mindset can be an impediment. To succeed, teams must adopt Agile thinking first.
Skipping training
If most team members have never worked in an agile environment, implementing the Agile methodology will be extremely challenging. Specialized training and certifications can be very helpful here. Hiring an Agile coach is also a worthwhile option to consider.
Unrealistic expectations
Having heard about the benefits of Agile, some teams or leaders may expect “magical” improvements from day one. In reality, an Agile transformation may require significant effort before the team and processes adapt to the change and deliver tangible results.
Failing to get the leadership on board
Agile promotes the idea of proactive and self-organized teams. However, the initiative to launch the Agile transformation must come from the top. If the leadership is not invested in this process, success is unlikely. The Agile mindset must be embraced on all levels of an organization.
Incompatible corporate values
If a company is highly hierarchical and the processes involve a lot of control and micromanagement, this will be a serious obstacle to adopting the Agile approach. Commitment to rigid plans and fixed structures can also be a problem. Generally, the further a company’s values are from Agile values, the more difficult it will be to change them.
Common Misconceptions People Have About Agile
Here are some of the most widespread misconceptions and myths about Agile that you should be aware of:
Agile can only be used for software development
Not true. Although the methodology originated in the software development field, it can be effectively applied in many other areas. In particular, it’s often implemented in operations, marketing, and HR teams.
Scrum and Agile are the same thing
That’s not so. Agile is a methodology with a set of values, principles, and approaches. And Scrum is one of many Agile frameworks that can be used to implement this methodology in practice. For more details, see our article Agile vs Scrum.
Kanban is an Agile framework
In fact, it is not. Kanban, a visual method of work management with its own principles, is an instrument that can be utilized for both Waterfall and Agile methodologies, as well as other approaches. Although Agile teams often use Kanban, it’s not Agile by design as it’s not made for managing iterations.
Every organization should be Agile
While it is definitely beneficial for many, Agile is not necessarily an optimal choice for everyone. Depending on the organization and the nature of its work, Waterfall or hybrid models can be a better fit.
Agile Glossary: The Key Terms You Need to Know
What is the Agile management definition?
Agile project management involves leading projects through short, iterative cycles and continuously improving the product based on user feedback.
What is the Lean principles definition?
The main Lean principles are reducing unnecessary or low-value steps (“waste”) and focusing on producing value, such as working software.
What is the meaning of velocity in Agile?
Velocity indicates the amount of work a team completes within a specified period, such as a sprint. Measuring velocity allows you to track pace and plan the next batch of work based on the actual progress.
What is the Agile environment definition?
An Agile environment is one where working conditions within an organization are centered around Agile principles. Such an environment supports open communication, fast feedback, and initiative.
What is an Agile checklist?
An Agile checklist is a structured plan that codifies best practices and helps teams follow them on a daily basis. For example, Smart Checklist for Jira offers a free template for the Definition of Done checklist. Using this template with Jira tasks, team members can make sure their work meets the required criteria.
What is technical debt in Agile?
Technical debt refers to the cost of cutting corners to write code more quickly. These makeshift solutions may work well in the short term, but they will likely create problems later. In Agile, teams track their tech debt and focus on reducing it.
What is the Agile coach definition?
An Agile coach is a person who helps teams apply Agile principles in real-life situations and adopt the Agile mindset.
What is the meaning of “Agile company”?
An Agile company is an organization that applies Agile values across the board, not just in product teams. It’s based on fast feedback, flexible planning, and proactive collaboration.
What is the dictionary definition of “Agile”?
“Agile” means being quick and adaptable. In tech, it refers to working in a flexible, team-driven, and customer-focused environment.
What is the Agile culture definition?
Agile culture emerges when an organization adopts the Agile mindset and Agile methods. It’s based on flexibility, openness to change, team ownership, and constant improvement.
What is the Scrum stakeholder definition?
A Scrum stakeholder is anyone who is invested in the project outcome. These can include customers, users, managers, and others. They provide input and help guide the development process.
What is the Agile Manifesto definition?
The Agile Manifesto is the original set of values and principles behind Agile. It’s the foundation for how Agile teams work: focusing on people, results, and flexibility.
What is the Agile principles definition?
Agile principles are the 12 guiding ideas laid out in the Agile Manifesto. They elaborate on the 4 Agile values and offer details on how to implement them.
