Living the Agile Values

Agile is a comprehensive project management approach that focuses on short, iterative, and incremental steps that encourage cross-functional collaboration, continuous assessment, adaptability, and team empowerment [1]. In contrast to military planning methodologies such as Boards, Bureaus, Centers, Cells, and Working Groups (B2C2WGs); Operational Planning Teams (OPTs) [2]; Army Design Methodology; Military Decision-Making Process (MDMP); and Troop Leading Procedures (TLPs) [3], Agile is a framework that provides values and principles that can guide and enhance a team’s productivity, flexibility, and innovation [4]. In 2020, 78% of U.S. government executives surveyed stated that Agile has a significant positive impact on their organizations [5], reinforcing that familiarity with the framework and its focus on iteration and teamwork can enhance your approach towards complex tasks and team leadership.

Although the Agile framework was initially created for software development, it has become increasingly popular and spread to other industries including the military as it aligns with the cyclic nature of Army planning [6]. While this approach may not be applicable to all Army processes, the four fundamental Agile values are imperative to effective leadership and teamwork as they foster collaboration, increase team effectiveness, and encourage the development of self and others [7].

Agile Value #1: Individuals and interactions over processes and tools. The Army has its specific processes for a reason, so communicating the rationale behind such processes to your team builds unity behind a common objective or goal.  It can be easy to have tunnel vision, seeing tasks as simply “checking the box”, but this fails to consider our Army’s greatest strength and most valuable asset: its people [8]. While being process-oriented is important for achieving your commander’s end state, the people behind the processes are even more valuable, and investing in your Soldiers’ interests and growth requires ongoing interaction and active listening. Knowing and caring for your team beyond the focus of operations and processes is expressed by supporting them with the tools to achieve their full potential and prioritizing their development and well-being.

Agile Value #2:  Working software over comprehensive documentation. While the average Joe is not involved in software development on a day-to-day basis, this second Agile value emphasizes the balance needed between planning and execution. The “One Third, Two Third” rule can be difficult to follow if concision is lost and prioritization obscured, so understanding your commander’s intent, anticipating requirements, and focusing on top value priorities first allows your team to establish a more streamlined approach, achieving timely results that are unencumbered by minutiae. Orientation to detail is also necessary to provide well-informed recommendations to your commander and allows them to make decisions and manage risk; however, knowing your audience and their priority requirements should also guide the focus and details of your briefs and reports to different supervisors (e.g. company commander, battalion commander, brigade commander, etc.).

Agile Value #3: Customer collaboration over contract negotiation. Agile values the continuous development of self and others through observation and experience. This in turn promotes collaboration since independent silos of excellence can leave a unit or staff with an obfuscated common operational picture. Understanding your team’s areas of expertise, valuing +each Soldier’s perspective, and encouraging input can foster creativity, new ideas, and learning opportunities that provide a more holistic approach. When you start to work with a relational mindset, you will build a culture of empathy and trust that extends beyond the mission.

Agile Value #4: Responding to change over following a plan. I have yet to see any operation go exactly according to the plan outlined, and that is all right! This final Agile value underscores the title of this approach (Agile). Diligently creating a plan with contingencies and multiple courses of action allows you to adjust quickly and tackle a problem set from a variety of angles. Being married to your initial plan is not conducive to operational effectiveness since the Army environment inevitably requires flexibility, hence you must prioritize and instill agility in your team. Remember too that your team will look to you when facing unexpected adversity – it is imperative that you remain focused, while adapting as needed, and that you continue empowering, communicating, and engaging with your team.

Investing in Agile training such as the Navy Centers for Adaptive Warfighting’s (CAW) Military Scrum Master Course [9] and other Agile or Scrum (type of Agile framework) opportunities will strengthen the adaptability and prioritization of our Soldiers as we continue to operate in an evolving JIIM-C environment that demands we prepare ourselves and our teams to anticipate and respond to change. While defense organizations and service branches focus on operationalizing Agile for the modern warfighter [10][11][12], integrating its core values into your own leadership philosophy fosters team synergy and people development that will transcend Army leadership.

1LT Annie Beckman is the G-3 Executive Officer at the U.S. Army Space and Missile Defense Command. She graduated from Franciscan University of Steubenville with a B.A. in Clinical Psychology and holds an M.S. in Organizational Leadership from Eastern Washington University.

References

[1] Terrell, D. (2021). What is Agile? YouTube. https://www.youtube.com/watch?v=P6xgQhaUKag

[2] Joint Staff. (2017). Joint Headquarters Organization, Staff Integration, and Battle Rhythm. Department of Defense. https://www.jcs.mil/Portals/36/Documents/Doctrine/fp/jtf_hq_org_fp.pdf

[3] U.S. Department of the Army (2022). Planning and Orders Production: Field Manual 5-0. https://armypubs.army.mil/epubs/DR_pubs/DR_a/ARN36775-FM_5-0-001-WEB-3.pdf

[4] Rigby, D., Sutherland, J., Takeuchi, H. (2016). Embracing Agile: How to master the process that’s transforming management. Harvard Business Review. https://hbr.org/2016/05/embracing-agile

[5] Eggers, W., et al. (2021). Agile Government: Building greater flexibility and adaptability in the public sector. Deloitte. https://www2.deloitte.com/uk/en/insights/industry/public-sector/government-trends/2021/agile-at-scale-in-government.html

[6] Adams, L. (2017). Agile Software Development in the Department of Defense Environment. Defense Acquisition University. https://apps.dtic.mil/sti/pdfs/AD1040327.pdf

[7] Beck, K., et al. (2001). The Agile Manifesto. Agile Alliance. http://agilemanifesto.org/

[8] Department of the Army. (2024). Army People First: Prioritizing Our Most Valuable Asset. United States Army. https://www.army.mil/peoplefirst/

[9] Naval X. (2017). Military Scrum Master Course [PDF]. Centers for Adaptive Warfighting.https://www.secnav.navy.mil/agility/assets/documents/MSM_GUIDE_20201108.pdf

[10] Scrum Inc. (2021). Agile Offense for Better Defense. Scrum Inc. https://www.scruminc.com/warfighter-agility-summit/

[11] GovExec TV. (2024). Cloud Innovation at the Edge: A dispatch from AUSA Global. CACI. https://events.govexec.com/cloud-innovation-at-the-edge-a-dispatch-from-ausa-global/

[12] Christ, E. (2024). PEO EIS Scrum of Scrums Puts “Green” on Industry Best Practices. U.S. Army PEO EIS. https://www.eis.army.mil/newsroom/news/peo-eis-wide/peo-eis-scrum-scrums-puts-green-industry-best-practices