Somewhere along the path of studying Aikido for 25 years I found a useful perspective on the art that applies to a lot of skills in life. Aikido is easy to understand. It's a way of living that leaves behind it a trail of techniques. What's hard is overcoming the unending stream of little frustrations and often self-imposed limitations. What's hard is learning how to make getting up part of falling down. What's hard is healing after getting hurt. What's hard is learning the importance of recognizing when a white belt is more of a master than you are. In short, what's hard is mastering the art.
The same can be said about practicing Agile. Agile is easy to understand. It is four fundamental values and twelve principles. The rest is just a trail of techniques and supporting tools - rapid application development, XP, scrum, Kanban, Lean, SAFe, TDD, BDD, stories, sprints, stand-ups - all just variations from a very simple foundation and adapted to meet the prevailing circumstances. Learning how to apply the best technique for a given situation is learned by walking the path toward mastery - working through the endless stream of frustrations and limitations, learning how to make failing part of succeeding, recognizing when you're not the smartest person in the room, and learning how to heal after getting hurt.
If an Aikidoka is attempting to apply a particular technique to an opponent and it isn't working, their choices are to change how they're performing the technique, change the technique, or invent a new technique based on the fundamentals. Expecting the world to adapt to how you think it should go is a fool's path. Opponents in life - whether real people, ideas, or situations - are notoriously uncompromising in this regard. The laws of physics, as they say, don't much care about what's going on inside your skull. They stubbornly refuse to accommodate your beliefs about how things "should" go.
The same applies to Agile practices. If something doesn't seem to be working, it's time to step in front of the Agile mirror and ask yourself a few questions. What is it about the fundamentals you're not paying attention to? Which of the values are out of balance? What technique is being misapplied? What different technique will better serve? If your team or organization needs to practice Lean ScrumXPban SAFe-ly than do that. Be bold in your quest to find what works best for your team. The hue and cry you hear won't be from the gods, only those who think they are - mere mortals more intent on ossifying Agile as policy, preserving their status, or preventing the perceived corruption of their legacy.
But I'm getting ahead of things. Before you can competently discern which practices a situation needs and how to best structure them you must know the fundamentals.
There are no shortcuts.
In this series of posts I hope to open a dialog about mastering Agile practices. We'll begin by studying several maps that have been created over time that describe the path toward mastery, discuss the benefits and shortcomings of each of these maps, and explore the reasons why many people have a difficult time following these maps. From there we'll move into the fundamentals of Agile practices and see how a solid understanding of these fundamentals can be used to respond to a wide variety of situations and contexts. Along the way we'll discover how to develop an Agile mindset.