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When we're first introduced to agile, we learn so many steps and procedures that it's easy to forget why they're useful. The exam to become a PMI Agile Certified Practitioner (PMI-ACP)® asks questions on practices -- and it also does a good job of testing your knowledge of the value behind them.
Yet knowing the "why" behind a practice helps you keep close to the core values of agile when handling unforeseen situations.
1. We graph, but why? The concepts of big visible indicators or information radiators deliver two benefits: a self-organized team and risk reduction. Graphing helps the team react more quickly, since everyone sees the same data at once, rather than one leader looking at the data and then issuing decisions.
When graphs illustrate the risk of falling behind, the team is able to take action. Whether you are using Scrum or Extreme Programming (XP), visible charts are crucial to understanding your rate of work. Remember that completing charts is as important as knowing how to interpret the message they present.
2. We have a task board, but why? A task board shows a list of work in at least three columns: "To Do," "In Progress" and "Done." Some teams have paper notes, or the electronic equivalent, that march across the board as work progresses. But not every team asks the all-important question: "Are we juggling too much at the same time?"
Visual task boards make it easier to see when things start falling behind. Don't just watch the tasks move across the task board. If a traffic jam develops in the middle of the board, ask why.
For example, lean and Kanban methods visually highlight the need to limit the work "in progress," or how many tasks your team is juggling. You can do the same amount of work, but focus and finish a few at a time. This improves your cycle time and surfaces any risks earlier.
3. We have a process coach, but why? In both Scrum and XP, there is a role on the team tasked with knowing the process and making it perform as advertised. In the case of Scrum, that is the Scrum master's job. In the case of XP, it's the coach's job.
Process coaches are instrumental in fostering your team's ability to self-organize rather than relying on one leader to delegate work. If you have a coach on your team spending more time assigning work than mentoring others to use a process, then your team's ability to self-organize -- and foster nimble work and cross-functional roles -- suffers.
4. We communicate openly, but why is this important? It's easy to avoid conflict and let disagreements stand, but agile relies on surfacing issues so they can be dealt with as early as possible. The social contract of the agile team must be "Bad news is good" and "We're all in it together."
The only bad issue is one that doesn't get raised. If you communicate but don't mention controversial points, then you're veering from agile values -- and perhaps growing less agile for it.
What other agile values are important to you and your teams?