The Agile Funnel - A Model For Change
/IMAGE CREDIT: AHMED SIDKY, FROM CPRIME.COM
The Agile Funnel described by Sidky is one of the foundations on which the concept of anAgileMind is being built. The funnel was used to demonstrate the importance of the agile mindset - the importance of being over doing.
The content of the funnel is drawn from the agile manifesto. For us, this is both a strength and a weakness. It is a strength because so many people recognise the content.
It is a weakness because the first four items are not values or behaviours - rather they talk of relative values; the value of A over B. Similarly the 12 principles are focused on software development rather than the agile mindset. How much these are real principles or headlines describing broad good practice can also be questioned.
As we have built our model of anAgileMind we have tried to take a wider view. We aim to describe the agile mindset whether or not it is focused on constructing software and systems. We aim to describe real principles, not just more abstract practices.
But the concept of the Agile Funnel remains central to our thinking. The value we derive from it is in thinking about the categories used to define the funnel - Values, Principles and Practices - and how these categories can help organisations drive change towards the agile mindset. We value the structure of the funnel rather than its specific content.
A Model For Change
Let’s review the categories of information in the funnel and think about how these can help us create change.
Values and Behaviours
Values are the primary constituent of our mindset. Values are intrinsic to the individual. As internal, personal properties of the individual they are not amenable to change from the outside. Values can be influenced but not directly modified. Values are influenced by experience, by context, by learning. Most importantly we need time to influence values.
Their intrinsic nature means that Values and Behaviours are our target for change. But, in addition to the target for change, we need the vehicle for change.
Principles
Principles are extrinsic. They are often established as shared attributes of a group. They represent a compromise amongst the disparate values and behaviours of the group. Being extrinsic, they are not inherent to any individual. There will be times when we find it easy to adhere to our principles and times when we struggle.
If our principles are documented they can form a standard against which we can assess our performance. An anchor point to which we return when we fail to follow our principles. We can inspect our adherence to our principles and adapt in order to adhere more fully.
Practices
Practices are ephemeral. The selection of practices is driven by the problems our work is trying to solve. They are influenced by our principles and by contextual factors such as the selection of a framework, of tools and of technologies. With so many influences practices will change relatively frequently - even within the scope of the work of a single team.
The Fulcrum
Principles form the fulcrum from which we can drive organisational change. Effective principles allow colleagues to inspect their behaviours and adapt to improve. Repeated (iterative) adaptation helps to embed the principles more deeply in each colleague. Over time, extrinsic principles are the foundations of intrinsic values and behaviours.
Our principles influence our choice of practices. Practices are, in part, the external manifestation of our principles.
Putting Our Model Into Practice
How can we make use of this model? The centrality of principles suggests this should be the area we focus on. We use our principles as the fulcrum to make the change across the organisation.
Two key decisions need to be made within the organisation. First, how do we formulate the principles so that they will be relevant and attractive to everyone in the organisation. Second, how will we enable the principles across the organisation, helping colleagues to inspect and adapt their behaviours and extend their adherence to the chosen principles.
The Agile Funnel
“Give me a lever long enough and a fulcrum on which to place it, and I shall move the world.”
Values and Behaviours are Intrinsic, so hard to change
Principles are Extrinsic, allowing us to inspect and adapt our Values and Behaviours
Practices are Transitory influenced by our Principles and many other factors