# Decision Finder for Agile Methodology
When are agile working methods recommended? Agile work often promises to increase productivity and in many cases is a necessary condition for the future viability of the company. But not in all cases. The table below provides an overview of the conditions in which agile working is more or less advantageous. It's about agile working methods (Frameworks) such as Scrum or Kanban.
"Delegation Poker" offers the opportunity to discuss the delegation of tasks, decisions and responsibilities on an equal footing and to enable transparency for these decision-making processes. It is primarily intended to stimulate discussion to weigh up the advantages and disadvantages of the possible degrees of delegation and to find the best possible form for the team.
Agile is not an all-or-nothing approach. Here, it is assumed that there are favorable conditions for agile work and that agility can also develop its maximum effects. The goal of becoming a 100 percent agile organization does not always make sense, just like the unreflective adherence to the agile manifesto. An organization has to create its own agility and has to design its own agile manifesto.
Before the facilitators triggers the start to fill out the table together with the participants of the workshop, you should think about the following questions to have a common understanding of the current situation: What is the problem with the current way of working? What are the barriers to performance and success? What are the strengths and potentials of the previous way of working? Under which circumstances could much more be achieved (and what actually)? What does the ultimate success look like? What culture do you need? How do you want to position ourselves?
|Agile as an advantage||Agile as a disadvantage|
|Speed of development||The market conditions are changing, new competition arises, disruption is happening or is to be expected.||The market conditions are both stable and predictable, disruptions are not expected to happen.|
|Customer needs||Customer's needs are changing continuously and new demands are to be expected.||Customer's needs are stable and new needs in their field are unlikely.|
|Customer relationship||Close cooperation with the customer offers a win-win situation, both sides can benefit. Customers are interested in a closer cooperation. Customers get the opportunity to provide their feedback early.||Not both sides benefit from close cooperation. Customers are not interested in such cooperation. It is not possible for customers to give their feedback at an early stage.|
|The work to do|
|The Task||Problems are complex. Working on a task requires knowledge from various functions/departments.||Tasks are simple, clear and structured and can be processed independently of one another. Tasks can be completed in the respective departments/functions.|
|Standard/Routine||Solutions have to be found first. There are regularly new tasks/problems/situations. The methods and approaches are not yet known or there are different options. Different ways of thinking and styles are possible and there may be disagreement on how to proceed. New technologies can be used.||The solution approach is well defined. Methods are known. The way to go is agreed.|
|Flexibility||The solutions can be modified during and after the implementation phase. Feedback and learning experiences can be taken into account in the further process.||The solutions cannot be modified during and after the implementation phase. (It would be too expensive to build a bridge, where you can plan computer-aided for as long as possible, for example.|
|Ability to innovation||Innovations are possible, necessary and beneficial.||Innovations are not needed and in nobody's interest.|
|Risk||The consequences of errors can be overlooked and compensated.||The consequences of mistakes are difficult to predict and can be devastating.|
|Customer relationship||The market conditions are changing, new competition arises, disruption is happening or is to be expected.||The market conditions are both stable and predictable, disruptions are not expected to happen.|
Agile coach/agile master
Board members, managers, strategy department (optional)
Flipchart/whiteboard, online Microsoft Word table or another tool displaying a table
# See also
Stefanie Puckett, Rainer M.Neubauer 'Agiles Führen - Führungskompetenzen für die agile Transformation'