Project Factors that Influence Tailoring Agile Approaches

In the last post, I mentioned that agile approaches can be mixed in a project.   In this post, I am reviewing the material on p. 32 of the Agile Practice Guide, which gives guidance on tailoring your agile approach to use on a project based on certain attributes of that project.

  • Demand pattern–if the demand if steady, then a cadence in the form of a regular timebox helps them demo, retrospect, and take in new work.   If the demand if sporadic, then flow-based agile may be best because it works on a certain number of features rather than a regular length of time.
  • Rate of process improvement–if the level of team experience is low, you may want to retrospective more often and select improvements
  • Flow of work–if there are often delays and impediments, then kanban boards may help improve the flow
  • Quality of product improvements–if the quality of the increments is poor, then consider test-driven development practices as part of the iterative portion of your agile approach.  This is a mistake-proofing discipline that makes it difficult for defects to remain undetected.
  • Multiple teams needed for project-when increasing from one to several agile teams, then use agile program management  in order to scale from one to several agile teams
  • Project team members inexperienced in the use of agile approaches–train team members in the fundamentals of the agile mindset and principles.  Provide a workshop on the specific approach such as Scrum or Kanban that you plan to use.

There are additional project factors that influence tailoring listed in Appendix X2, which I will review at a later time.

Now, that we’ve reviewed the chapter on comparing and contrasting Life Cycle approaches, let’s go on to chapter 4, which discusses Implementing Agile:  Creating an Agile Environment.

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