Agile has a problem. When we started out with Agile, people used it because it made their lives and products better. Now people complain that Agile is about meetings, top-down mandates, and wasting time. We can do better. It’s time for a change.
In response, Diana Larsen and James Shore developed The Agile Fluency™ Model. The model describes how teams grow in their understanding of Agile over time. It's a descriptive model, because it reflects what happens in the real world, and in it's an aspirational model, because you can use it to understand how to invest in improving your teams.
We've found the model very useful for helping teams, managers, and executives understand what they can get from Agile and what they need to invest in order to get those results. The model's emphasis on concrete outcomes means executives are open—even eager—to devote the effort needed. Leaders appreciate being able to see the tradeoffs and make a strategic decision, and teams thrive when given meaningful goals and the time and resources needed to achieve them.
In this workshop, led by Diana Larsen, together we’ll dig deeper into the model, including:
Agile Fluency Model Overview
Bringing Agile Fluency into your organization
Examples of Agile Fluency in real-world teams
Examples of organizational investments
Supplemental materials for metrics and assessments
Agile principles and practices in the model
New directions and support for the Agile Fluency Model