Agile
What Agile actually is, which frameworks put it into practice, and which certification fits the role you do
Agile is not a method you install. It is a way of organising work — short cycles, working output at the end of each one, and the willingness to change direction when what you learn says you should. The Manifesto for Agile Software Development (2001) set out four values and twelve principles; everything since, from Scrum to DSDM to Kanban, is an attempt to make those principles operational in a real organisation.
This page is the entry point to the Agile section: what the Manifesto says and where it came from, which framework suits which context, and which certification is worth holding for the job you actually do.
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The four values, in plain terms
The Manifesto is deliberately short. It states four preferences, each of the form “we value this over that” — and it says explicitly that there is value in the items on the right, only more in the items on the left. That second half is the part most often dropped:
| We value… | …over | What it means day to day |
|---|---|---|
| Individuals and interactions | processes and tools | A tool does not fix a team that is not talking. Fix the conversation first. |
| Working software | comprehensive documentation | Progress is measured by what runs, not by how much has been written about it. |
| Customer collaboration | contract negotiation | The customer is in the room during the work, not only at the signature and the handover. |
| Responding to change | following a plan | A plan is a hypothesis. When evidence contradicts it, the plan moves. |
For the full text, the signatories and the context in which it was written, see The Manifesto for Agile Software Development and Agile History.
Frameworks: Scrum, DSDM, Kanban
Scrum
Fixed-length sprints, three accountabilities (Product Owner, Scrum Master, Developers), a short set of events. Deliberately minimal: it tells you the shape of the cycle and leaves the engineering practices to you.
DSDM / AgilePM®
Agile delivery with project governance attached: phases, defined roles, products and a business case. The framework behind the AgilePM certification, and the usual answer where an organisation needs agility without giving up project control.
Kanban
Visualise the work, limit work in progress, manage flow. No sprints and no prescribed roles — it starts from what you already do and improves it, which makes it the least disruptive to adopt.
Which framework fits which situation
| Your situation | Usually points to | Why |
|---|---|---|
| A product team building and releasing continuously | Scrum | The sprint gives a rhythm for planning, review and adaptation around a product backlog. |
| A funded project with a sponsor, a business case and a deadline | DSDM / AgilePM | It keeps governance, roles and a business case while working iteratively. |
| Operational or support work, arriving unpredictably | Kanban | Sprints do not fit work you cannot plan a fortnight ahead; flow management does. |
| A PRINCE2 environment that has to become more adaptive | PRINCE2 Agile® | It joins PRINCE2 governance to agile delivery rather than replacing one with the other. |
| A whole organisation, not one team | A combination | Scaling is a matter of design, not of picking a bigger framework off the shelf. |
Certifications and what each one is for
| Certification | Who it is for | Prepare / practise |
|---|---|---|
| AgilePM® Foundation | Anyone working in a DSDM-based project who needs the vocabulary and the lifecycle. | Course · Mock exam |
| AgilePM® Practitioner | Those who have to apply and tailor the framework on a real project, not just describe it. | Course |
| Agile Scrum Master | Whoever facilitates the team, removes impediments and protects the process. | Course · Mock exam |
| Scrum Product Owner | Whoever owns the backlog and decides what gets built and in what order. | Mock exam |
| PRINCE2 Agile® | Project managers in a PRINCE2 environment moving to agile delivery. | Courses · Mock exam |
Read next in this section
- Agile History — the iterative and incremental practice that came before 2001, and why the Manifesto was written when it was.
- The Manifesto for Agile Software Development — the four values and twelve principles, in full.
- About AgilePM — what the AgilePM certification covers and how the scheme is structured.
- Choosing DSDM — the long read: when DSDM is the right choice, and when it is not.
Frequently asked questions
Is Agile only for software?
The Manifesto was written by software practitioners and says “software” throughout. The underlying ideas — short cycles, early feedback, adapting the plan — travel well beyond it, and DSDM in particular was designed for projects of any kind. But the further you get from the original context, the more the practices need deliberate adapting rather than copying.
Does Agile mean working without a plan?
No. It means planning more often and in smaller pieces, and treating the plan as something that responds to evidence. The Manifesto values responding to change over following a plan — not instead of having one.
Scrum or AgilePM: which should I certify in?
It depends on your role rather than your preference. If you work inside a team on a product, Scrum certifications describe your world. If you are accountable for a project — sponsor, business case, deadline, governance — AgilePM speaks your language. Several people hold both.
Do I need Foundation before Practitioner?
For AgilePM, yes: Foundation is the prerequisite for Practitioner. The course pages state the current prerequisites for each scheme, because they are set by the exam institute and can change.
Can I sit the exam without attending a course?
It varies by scheme. Where self-study is allowed, a mock exam is the honest way to find out whether you are ready — our simulators draw questions at random and score you by topic, so you can see what to review before booking.
Not sure which certification fits your role? Tell us what you do and what your organisation is trying to change, and we will point you at the right one — including the option of not certifying at all, if that is the honest answer. Contact us.
