24.6 Evolving the Agilometer
From a wider organizational or programme-level viewpoint, it is important to see the Agilometer (as it appears in this manual) as only a starting point. Organizations need to evolve their own Agilometer as they may need to include factors that are specific to themselves, representing significant areas of risk and benefit to working in an agile way. It is best to keep this concept relatively simple. Too many sliders can cloud the information needed to answer reasonably simple questions, such as ‘How agile can we be on this project?’ What are the risks and benefits that are likely to happen?’ As each project uses the Agilometer, continual improvement can be used to tune it to suit future projects.
24.6.1 Apply appropriately
Agile needs to be applied appropriately to the context and the conditions of a project. It will be highly unlikely that you can apply it in the same way when building a nuclear submarine as you would when you are producing a new chocolate bar. PRINCE2 Agile highlights the factors that need to be addressed, and advises on possible courses of action. Tailoring is essential on all projects, as no two projects are identical.
It is possible that the prevailing conditions are just too risky for the use of agile to any significant degree, so the Agilometer would highlight that it may be worth using another approach instead. This could even happen during the project, in which case it would need to go into exception.
Ultimately the most important point to understand when tailoring the approach to a project is that the result will always be a case of ‘How much agile can we use?’ as opposed to a yes/no decision. In PRINCE2 there is no such thing as an ‘agile project’ or a ‘non-agile project’. How agile you can be on a project is like a spectrum; it is always a matter of degree.