When I talk to clients about adopting the basic values from the Agile Manifesto, I tell them to imagine sliders between the four entries on the left and right. A good adoption is like mixing a band and as the band plays you adjust the mix constantly to get the best sound. Purists may claim you must adopt each value to its fullest which is like sliding all the sliders on the mixing board to one side which never sounds very good.

I’ve had a client who had recently invested in offshore resources and a new remote office for the development teams. They could not immediately get the development team together so they could not fully embrace the “Individuals & Interactions” value or some of the practices attributed to it. So we used some tools like Skype, WebEx, and Team Foundation Server and put in a little process around communications between the sites to help retain some of the collaborative aspects of the team. So I see this like moving the slider on my Agile mixing board a little over to the right and the “Process & Tools” side. This client does see the value of having everyone together so there is a plan that once they can feasibly move development to one location, they will do so. And when they do we can remove some of the processes put in place and stop using the tools so the slider moves back to the left a little more.

Claims that you must adopt Agile in its entirety and never change your adoption to meet your current environment are not very practical for some companies. I definitely think you should always evaluate the impediments you perceive are preventing you from transitioning to Agile practices to ensure you are not reverting to muscle memory, but there are definitely real world scenarios that can make some adoptions possibly detrimental to the business if immediately (and blindly) adopted. I like this blog from Ryan Cooper about how conflict can arise from these situations.

So I think good Agile coaches are like good sound men who are constantly listening to the band and as the environment changes they adjust the mix appropriately. We listen to the team and the stakeholders to determine how much to adopt and what may have to wait for later. Anything that you do determine should wait needs to be logged with the following details:

• What it is exactly you are not going to adopt.
• What the benefit of adopting it would be.
• The cost of not adopting the practice.
• “Smells” that will indicate you should definitely adopt the practice.

This way we acknowledge that we are not adopting one of the best practices prescribed by Agile (or whatever flavor we are adopting) and then outline the cost and the return for justification later if the smells start to occur. This adoption log can also be great fodder for retrospectives.

So listen to your team and be vigilant when the environment changes so that you adjust your mix of Agile adoption to best fit the situation.