Agile Alliance

#Agile Alliance is a global nonprofit membership organization dedicated to people and organizations that apply the values and principles of the #AgileManifesto

[Agile Alliance @AgileAlliance]

AI can supply information. It cannot supply someone else's lived experience.

Speaking with Sanjiv Augustine of LitheSpeed, Agile Alliance Managing Director Denise Jarvie describes communities as part of the learning infrastructure organizations need now.

They expose people to viewpoints outside their own companies. They create places to compare experiences, challenge assumptions, learn from failure, and recognize patterns.

Full session: https://t.co/ioIBm9nHGb

#CommunityOfPractice #OrganizationalLearning #ArtificialIntelligence

[Agile Alliance @AgileAlliance]

AI should remove preparation work, not the facilitator.

A workshop takes time when it is genuinely tailored to a team. Dorota Mleczko’s use case is to let AI expand the facilitator’s input and return time for collaboration, strategy, coaching, and support.

The Agile Manifesto’s preference for individuals and interactions over processes and tools is a useful test: does the technology create more room for the human work, or replace it with automation theater?

Agile Manifesto: https://t.co/8oWbbgDc70

Full session: https://t.co/8bVp0KAYiw

#Facilitation #AgileCoaching #HumanCenteredAI

[Agile Alliance @AgileAlliance]

Your AI coding workflow can run its own retrospective, but the useful output is not a scorecard. It is a change to how the team works.

Jason Little uses Claude Code Insights to review recent work, find recurring failures, and suggest updates to working agreements. When a release rule is violated, he traces the conflicting instruction, fixes it, and changes the process.

That is a direct extension of the Agile principle that teams should regularly reflect, tune, and adjust their behavior. The participants have changed. The learning loop has not.

Agile Manifesto: https://t.co/8oWbbgDc70

Full session: https://t.co/vAqahrzA0s

#AgileRetrospective #AIEngineering #ContinuousImprovement

[Agile Alliance @AgileAlliance]

An Agile organization still needs a stable spine.

Agile Alliance Managing Director Denise Jarvie explains to PM Cowboy Mark Engelhardt that enterprise agility means making decisions and redirecting resources as conditions change while keeping the strategy actionable. The practical question is which responsibilities and boundaries must stay stable so other parts of the organization can adapt.

That is the scale of change addressed in the Manifesto for Enterprise Agility.

Manifesto for Enterprise Agility: https://t.co/4DY9wJw4dz

Full session: https://t.co/etYJGrQjBL

#EnterpriseAgility #OrganizationalDesign #AgileLeadership

[Agile Alliance @AgileAlliance]

What would a value stream map reveal about your management meetings?

Johanna Rothman suggests tracking the time it takes managers to make decisions, just as teams track the time it takes to deliver work. Seeing how many meetings produce no decisions can change the conversation about those meetings.

Closing the Change-Readiness Gap recommends tracking decision velocity and examining where approval chains create delays. A meeting count does not tell you how quickly a decision gets made.

Closing the Change-Readiness Gap report: https://t.co/3NXnnrejtM

Full session: https://t.co/8vwu5uDAaj

#Leadership #DecisionMaking #ValueStreamMapping

[Agile Alliance @AgileAlliance]

AI can maintain the risk radar.

It cannot own the response.

Stan Ponder suggests using AI to pull raw data, detect recurring patterns, summarize the risk picture, and even update the radar automatically.

Closing the Change-Readiness Gap report: https://t.co/3NXnnrejtM

Full session: https://t.co/HowE7D56kI

#AI #RiskManagement #AgileLeadership

[Agile Alliance @AgileAlliance]

The feature that got a shocked face and a hug wasn’t in the original plan.

It emerged because the team spent time with the people doing the work.

In this post-event session, Jason Hall and Kody Fintak discuss Hack for Good at PMI Agile 2026, a two-day hackathon where conference participants worked directly with a local nonprofit on real problems.

The team learned that many of the direct-support professionals spoke English as a second or third language. That made an already difficult constraint worse: complete all the required documentation in a narrow 30-minute window, in a language that may not be your first.

So the team adapted the prototype. A worker could record in languages including French, Spanish, Creole or Swahili, translate the input to English, and use it to complete the form.

There’s a human-centered design lesson here, but there’s also a very old Agile lesson.

The Agile Manifesto values individuals and interactions and customer collaboration, and one of its 12 principles says business people and developers should work together daily.

That direct connection with the people who understood the work is exactly what exposed a need the team had not started with.

Agile Manifesto: https://t.co/8oWbbgDc70

Full session: https://t.co/p5T1lXA74K

#CustomerCollaboration #HumanCenteredDesign #Agile

[Agile Alliance @AgileAlliance]

Alistair Cockburn, one of the original authors of the Agile Manifesto, warns that a team can deliver in increments and still lose the human side of Agile.

He returns to the first Agile Manifesto value: individuals and interactions over processes and tools. As organizations scale and AI enters the work, he asks a direct question: what happens to communication between people?

It is a question to keep asking while changing how a team delivers.

Agile Manifesto: https://t.co/8oWbbgDc70

Full session: https://t.co/8uNwSjYcgA

#AgileManifesto #AI #TeamCommunication

[Agile Alliance @AgileAlliance]

A retrospective action item is not the same as measurable improvement.

Mooly Beeri proposes a harder standard: each iteration should deliver at least one process improvement that is tracked, implemented, and verified. Teams choose their own path, but improvement is not optional or ceremonial.

The Agile Manifesto asks teams to reflect and adjust regularly. The practical extension is to make the adjustment visible in the next iteration, with an observable result.

Agile Manifesto: https://t.co/8oWbbgCEhs

Full session: https://t.co/FUr6F3hlqc

#ProcessImprovement #AgileTeams #Retrospectives

[Agile Alliance @AgileAlliance]

The fastest way to confuse an AI coding agent is to ask it to carry too much work in one conversation.

Jason Little keeps the unit of work small: one goal, a few ideas, one implementation thread, then an updated spec and a clean handoff. The point is not just speed. Smaller contexts reduce drift and make trade-offs easier to inspect.

This is the Agile principle of simplicity in a new form. The work you avoid includes the irrelevant context that makes the next decision worse.

Agile Manifesto: https://t.co/8oWbbgDc70

Full session: https://t.co/vAqahrzA0s

#AIEngineering #Agile #ContextEngineering

[Agile Alliance @AgileAlliance]

“Is Agile still relevant?” is a fair question.

PM Cowboy Mark Engelhardt puts it directly to Agile Alliance Managing Director Denise Jarvie. Her answer separates practices from principles. Some familiar Agile routines may need to change. The need to learn quickly, respond to customers, get feedback, and give teams room to act has not gone away.

That distinction is useful when a discussion about Agile gets stuck on a particular framework or ceremony.

Agile Manifesto: https://t.co/8oWbbgDc70

Full session: https://t.co/etYJGrQjBL

#Agile #AgilePrinciples #CustomerValue

[Agile Alliance @AgileAlliance]

“In progress” is a status. It isn’t an explanation.

Is someone working on the item, or is it waiting for code review or testing?

Johanna Rothman explains why a board with only Ready, In Progress, and Done can conceal the distinctions a team needs to understand its delays.

Manifesto for Enterprise Agility: https://t.co/4DY9wJw4dz

Full session: https://t.co/8vwu5uE7ZR

#ValueStreamMapping #Workflow #AgileTeams

[Agile Alliance @AgileAlliance]

A risk register with 50 items can be technically complete and practically useless.

Stan Ponder's suggestion is to keep the individual risks, but report the patterns.

Dependency bottlenecks.

Scope churn.

Delayed approvals.

Closing the Change-Readiness Gap makes a similar recommendation: escalate systemic issues, not just project issues.

A long list tells you what is going wrong.

A pattern can tell you what in the system keeps creating it.

Closing the Change-Readiness Gap report: https://t.co/3NXnnreRjk

Full session: https://t.co/HowE7D5Eag

#RiskManagement #SystemsThinking #AgileDelivery

[Agile Alliance @AgileAlliance]

Sometimes the requirement that changes everything sounds like an afterthought.

“Oh, by the way, they only have 30 minutes.”

In this example, Jason Hall and Kody Fintak look back at Hack for Good at PMI Agile 2026, a two-day hackathon where conference participants worked alongside a local nonprofit on a real operational and technology problem.

The team had already talked about the work. But when they walked through an actual day in the life of the people doing it, a constraint surfaced that had been missed: there was one fixed 30-minute window at the end of the shift to enter the documentation.

That immediately changed where the team saw the biggest opportunity.

The Agile Manifesto puts customer collaboration ahead of treating requirements as a handoff. This is a good example of why. Working through the customer’s real experience can reveal things that a list of requirements never does.

Agile Manifesto: https://t.co/8oWbbgDc70

Full session: https://t.co/p5T1lXA74K

#CustomerDiscovery #Agile #CustomerCollaboration

[Agile Alliance @AgileAlliance]

"We pay taxes on plans," says Mike Lyons. And uncertainty has a bad habit of producing more plans, more status updates, and more dashboards.

All of this can create an illusion of control. A plan can describe what we expect to happen. It cannot provide the evidence that actual delivery can.

That distinction matters for risk. The more time a team spends maintaining artifacts that report on work, the less time it may have to produce something stakeholders can actually inspect.

Manifesto for Enterprise Agility: https://t.co/4DY9wJvwo1

Full session: https://t.co/WNSb5dFrhs

#ProjectManagement #RiskManagement #EnterpriseAgility

[Agile Alliance @AgileAlliance]

Improvement work often becomes a budget spread across competing opinions.

Mooly Beeri highlights the problem: leadership wants a framework rollout. Architecture wants microservices. Developers want more test coverage. DevOps wants new delivery metrics. The engineering leader funds a little of everything and hopes the effects add up.

That is not a strategy. It is local optimization with a shared budget.

Manifesto for Enterprise Agility: https://t.co/4DY9wJvwo1

Full session: https://t.co/FUr6F3hlqc

#EngineeringLeadership #EnterpriseAgility #ContinuousImprovement

[Agile Alliance @AgileAlliance]

More data does not guarantee faster learning.

In her conversation with Sanjiv Augustine of LitheSpeed, Agile Alliance Managing Director Denise Jarvie identifies four capabilities organizations need when conditions keep changing:

Strategic adaptability without abandoning purpose.

Faster learning from available information.

The ability to move funding and talent toward emerging opportunities.

Human judgment, creativity, and empathy alongside AI.

The Manifesto for Enterprise Agility connects these capabilities through a common requirement: adapt at scale without losing coherence.

Manifesto for Enterprise Agility: https://t.co/4DY9wJw4dz

Full session: https://t.co/ioIBm9nHGb

#EnterpriseAgility #AdaptiveLeadership #FutureOfWork

[Agile Alliance @AgileAlliance]

The next AI transformation leader may already be working as an Agile coach.

After reviewing job descriptions, Dorota Mleczko found that many requirements map to skills Agile coaches already use: change leadership, facilitation, process improvement, teaching, and helping people work through fear and tension.

The missing piece is serious AI literacy. The job title may not say Agile, but the work can still depend heavily on Agile coaching skills.

Closing the Change-Readiness Gap report: https://t.co/3NXnnreRjk

Full session: https://t.co/8bVp0KAYiw

#AgileCoaching #AITransformation #ChangeLeadership

[Agile Alliance @AgileAlliance]

The new second edition of the Agile Practice Guide helps practitioners navigate complexity, adapt to shifting priorities, and deliver value across projects, products, portfolios, and enterprise initiatives.

Join Agile Practice Guide contributors Mike Griffiths, Betsy Kauffman, and Jesse Fewell, and Moderator Ellen Grove for a virtual roundtable on how Agile practices are evolving to meet today’s challenges. Explore the shift toward product-focused teams, changing Agile roles, choosing the right frameworks and methods, and the growing influence of AI on how we work.

👉 Registration is FREE: https://t.co/nBu6kTlJgA

#Agile #AgilePracticeGuide

[Agile Alliance @AgileAlliance]

If we’re so Agile, why does everything take so long?

Johanna Rothman opens with a question from a client’s leadership team, then returns to what agility is supposed to make possible.

A collaborative team takes work from a short, ranked backlog and regularly finishes increments of value. It reviews what it has delivered and how it works, then adjusts. The method can vary.

Agile Manifesto: https://t.co/8oWbbgCEhs

Full session: https://t.co/8vwu5uDAaj

#Agility #AgileTeams #ValueDelivery