Category Archives: Featured

How to Avoid Dark Agile

“Agile is Dead” 12 , “Dark Scrum” 11, “Scaling Agile Does Not Work” 13, “If Agile is So Good, Why are our Products so bad” 14, “Agile Hangover and Antifragile Organizations” 15, “While some think Agile is dying, others simply believe it’s evolving” 16, and ‘’Rise of Zombie Scrum” 17 are examples of recent articles with discussions by Agile thought leaders and by corporate executives. Leading some to think Agile is dark and a sinister aberration.

Many of our Agile implementation experiences has led to Dark Agile. Dark Agile is the idea that Agile is the problem. Dark Agile is the antithesis of the Agile Values and Principles resulting in the inability to align the Agile Ecosystem. Based on multiple research and surveys over the last 8 years, this is the root cause of most Agile failures.3,4,5,11   Dark Agile embraces non-Agile thinking and anti-patterns, and can throw us into chaos or disorder. 8,10

Over the last 16 years, especially the last 5 years, Agile has matured and in high demand. 5,6 Structured or “waterfall” approaches of old are not relevant for today and are replaced by Agile, mainly due to the constant need to sense, respond, and adapt.8,9 Agile is pervasive and changing our organizations and individual interactions as well as our social fabric. 2,5,6,7,9 Technology and social advances created a symbiotic relationship with Agile, allowing us to deliver faster and sustain customer delight in the digital and interconnected world.

Agile today consists of:

  1. An open mindset,
  2. An empowering and safe organization culture,
  3. A pragmatic set of practices and tools,
  4. And a visionary relationship between internal and external environments.

Collectively, these form an open and coherent ecosystem and involve 4 quadrants:

  1. The Agile Humanity
  2. The Agile Practices and Tools
  3. The Agile Organization and Culture
  4. The Agile Environment.



Agile Ecosystem 1


The Agile Ecosystem needs recurring alignment and consistent synchronization. The Agile Ecosystem is a human-based-model that needs ethnographic focus to succeed and evolve.

Since 2001, Agile has been successfully implemented thousands of times with significant positive business results. 3,4,5,6 It’s had some failures, too, but the root cause is not Agile, but misalignment with one or more of the Agile Ecosystem quadrants.

Dark Agile is like the Dark Matter and Dark Energy in the universe, which makes up 96% of the universe, which inextricably coexists with Matter and Energy to create and maintain our universe, thusly our existence. Like Dark Matter and Matter, Dark Agile does not have a pleasant interaction with Agile, but maybe necessary to evolve, like our Universe. One way to appreciate this metaphor is to think of Dark Agile as a natural part of the journey path to reach your true Agile.

Agile is more mature and in hyper-demand. For new ideas, there is a common maturity progression. Most think Agile is in the “late majority” 9 or “trough of disillusionment” 6 phases, where there is: a plethora of practices and tools, self-identified experts, expert infighting, cottage certification and validation industries, and increased usage complexity.   We are left with an ever-complex task to determine the right-fit for our needs.

A Dark Agile white paper will be provided by end of January explaining Dark Agile anti-patterns and solutions to Dark Agile. Please check back.

So where are you on the Agile evolutionary journey? Want to talk more about how to balance the Agile Ecosystem and leverage our experience for your Agile journey, please contact us.

Look for articles explaining how to extinguish Dark Agile and Agile Anti-patterns, look for more detail white papers coming soon here and at MATRIX.

Please join our community Gateway to Agile for 2017, as we explore all that is Agile.

NOTICE:  Agile Ecosystem and Dark Agile a registered trademark and is part of Impavid Agile(TM).

  1. Agile Coaching Institute and Integral Agile – 4 Quadrants, revised by MATRIX
  2. Agile Innovation movements identified in Scrum Inc, Innovation Labs, Future Labs, Wells Fargo Innovation Center, and more
  3. Scrum Alliance – 2016 State of Agile
  4. VersionOne – 2016 Agile Survey
  5. Harvard Business Review – Embracing Agile, Jeff Sutherland et al
  6. Gartner – Gartner Group: The Gartner Hype Cycle
  7. Forbes and Forrester – Bi-Modal Debunked
  1. Cognitive Edge and Sense-Maker
  1. Crossing the Chasm,Geoffrey Moore, Bass Diffusion Model, and Technology Adoption Model
  2. Management 3.0 and Happiness
  3. Dark Scrum by Ron Jeffries
  4. Agile is Dead by Dave Thomas
  5. Scaling Agile Does Not Work by Jez Humble
  6. Frankenbuilds – If Agile is So Good, Why are our Products So Bad by Gabrielli Benefield
  7. Agile Hangover and Antifragile Organizations by Russ Miles
  8. Is Agile on the way out by Justine Brown CIO Dive
  9. Rise of Zombie Scrum by Christiaan Verwijis and Johannes Schartau






Agile and Business Value Determination

Business Value Image

Agile drives business value, we all know that, right?

• How do we measure the business value and what are the typical business value measurements that executives care about?

• How do we align the business value to our Epics and Themes? Does SAFe, LeSS, DAD, and Scrum@Scale align with business value determination and tracking?

• How do I converse with my executive leadership and Product Owners to align on the business value proposition and measurements?

Great questions….right?

The objective of the session is to answer all of the questions presented above with an example based on a case study and have an open discussion gathering everyone’s insight to innovate on Agile Business Value.

Agile Adoption and Transformation Drives Business Value, specifically how it is determined, tracked, and validated are discussed in the attachment.  The presentation below was given at a session in San Francisco on 7/15/2016. Continue reading »

Agile and Scrum Growth Accelertaing

Agile / Scrum / SAFe Growth Accelerating

Agile and Scrum growth acceleration and success is exponential and is more popular year after year. 2016 is the year of Agile Culture Synergy.  Certification provides a baseline of knowledge understanding with a set of lexicons for our profession.

In addition to the certification training courses and institutions, there is the need for mentoring and coaching partners; as well as, trainers that have deep experience implementing Agile (Scrum, Lean,  XP, and SAFe) within organizations.  The certification organization is less critical for career success than the trainer’s experience and knowledge that will accelerate developing your proficiency.

The 2015 Surveys from the organizations below provide key data points illustrating the need for training and coaching to be led by experienced Agile practitioners.  The survey also indicates an organic improvement evolution process that includes contributions from seasoned practitioners as well as new bright individuals entering our profession.

Survey Says –


A survey by Scrumstudy indicating the growth of Scrum: ScrumStudy Survey.

Scrum Alliance

Scrum Alliance survey has significant information about Scrum adoption and current barriers to success. (scrum-alliance-state-of-scrum-2015).


VersionOne survey has significant details around method and tool utilization. (state-of-agile-development-survey-ninth).

Adoption and Execution Problem areas –

All of these survey’s indicate the growth in Scrum and Agile as well as the problems with adoption and execution.

Team and Organization culture change still called out….

All of the surveys indicate that team members require fundamental knowledge and training, organizations need to adapt and align culture to fundamentals, scaling Agile is a problem but SAFe is providing the framework for success, and there is no one size fits all.

Automation integration is called out….

All of the surveys indicate that DevOps and other flavors of IT Operations changes are driving some fundamental enhancements to Agile and Scrum.  Scaled Agile Framework has included DevOps and System teams as well as integral processes.

Large scale program and portfolio integration is called out….

All of the surveys indicate that Agile and Scrum is being scaled for larger endeavors and additional portfolio and program practices and skills are required.  Scaled Agile Framework has included Portfolio and Program level teams as well as integral processes.