Being Agile isn’t as simple as following one single methodology. In fact, Agile encompasses a number of different practices and frameworks, often referred to as “the Agile umbrella.” For an organisation to be successful in adopting Agile ways of working, it requires the right technique/method to be used to address the problem or need. The illustration below showcases some of the many Agile Frameworks that sit under this “Agile umbrella.”  (Note: This is not an exhaustive view, many more exist which are not illustrated below – key frameworks have been called out for the purpose of this landscape post).

Click on the images in this post to view these at a larger scale. 

Agile Frameworks

Given there are so many different Agile frameworks, a challenge many organisations or individuals face is deciding which framework to use and in which context. In this post, we use an analogy to help bring some light to this.

We like to conceptualise Agile as a highly interconnected landscape of practices transporting ideas across zones to value. There is no perfect starting point, nor an express line or a direct route suiting all conditions.


Using this analogy, we start with the Scrum framework, which you can find in the deliver phase of the Agile landscape diagram. The reason we have started with Scrum, is because it is one of the most widely used Agile frameworks. Scrum focusses on the incremental delivery of solutions and Agile ways of working within a delivery team.

We then extend the deliver phase (and into the release phase) by showing some of the other Agile frameworks an organisation may utilise which can complement scrum, such as Kanban, Kaizen, and DevOps. Depending on your organisation, these are other Agile frameworks you can use to enable fast and effective delivery (along with the technical capability to release quickly/on demand).


Once an organisation reaches a level of Agile maturity within their Delivery teams, they may find that the way work is designed starts to become either an impediment or an enabler for the delivery team. Frameworks such as design thinking, human centered design, and lean can come into play to shape the way a solution is defined. One may be more suited than another to ensure solutions are designed in a way that considers minimal viable customer experiences to enable the full value from being able to deliver quickly.

Scaling and Leadership

Finally we build in a layer above, which considers how to scale and embed these ways of working across the organisation more broadly and into the leadership team.

Putting all the frameworks on a single page and highlighting all practice connections and routes to value would make the page impossible to read. So in the creation of this, we’ve used the dominant frameworks, practices and characteristics intersection points only.  The only flaw in this conceptualisation is that you can take a selection of practices and characteristics to build your own path from idea to value (sometimes referred to as agile recipes).

We’ll leave you to explore the Agile Landscape, and leave you with this:

Do not be afraid to try, learn and adapt practices to your situation. The truth is, no one framework is better than another. Although when it is contextually applied, a framework or selection of practices from multiple frameworks will be best suited.

We are continuously evolving this view to include new practices and ways of working. If you see a framework that is missing and would like to see it added to this view, or if you would like a larger version of the Agile landscape please reach out at




The frameworks used in this post have been referenced from the following sources:
Extreme Programming (XP)      
Kaizen (Continuous Improvement)
Test Driven Development                
Agile Modelling                                  
Feature Driven Development         
Theory of Constraints                       
Product Development (FLOW)  
Behaviour Driven Development (BDD)    
Design Thinking                                 
Human Centered Design                  
Dynamic Systems Development Method
Prince 2 Agile                                      
Rational Unified Process (RUP)  
Mikado Method                                
Large enterprise Scale Scrum         
Scale Agile Framework                     
Disciplined Agile Delivery                 
Management 3.0                               
Beyond Budget                                  
6 sigma                                     

  • Stefan Wolpers

    Great overview! Would you consider posting it to my LinkedIn group, the “Agile Clinic”: ?

    • Hi Stefan, happy to post, have just requested addition to group.

  • Thomasjeffreyandersontwin

    The idea of describing the “agile universe” in terms of the value it provides can be a stimulating and interesting dialogue for those who have the passion and experience in the craft of growing environments for next generation knowledge work. (That includes me BTW)

    One question, is that your intended audience? Or are you trying to build something of use for a larger group?

    • Hi Jeff – the origin came as an educational device to answer 3 client questions that continuously came up: 1) comparing frameworks aka one versus another, 2) responding to “we have scrum masters so we are agile” and 3) just give us template for agile we don’t need coaching.

      Since then the potential uses and audiences have grown. I would like to extend as an educational tool for larger group. A guide for beginners and a buffet for SMEs.

      Very open to feedback, improvement ideas and potential uses.

      • Thomasjeffreyandersontwin


        There are a few semantic things that could be fixed but overall it’s quite comprehensive and things look like they are positioned well.

        One thought, my experience (I founded and ran the Deloitte Canada Agile Change Practice) is that folks transitioning to agile have a very limited tolerance for lots of models and buzzwords.

        If trying to get away from “we have done scrum so we are agile” for those folks you may get mileage from explaining the critical things that these methods have in common, and the need to those of agility is the goal. For instance:
        – visualizing flow
        – small customer feedback loops
        – a deliberate improvement method
        – organizing by cross functional and self organizing teams

        All of these (and some others) are highly useful things that can be discussed away from the methodology, which may help newer folks to the table.

        In terms of a buffet for SMEs, you may want to consider breaking down the methods into their practices, that way you have a component that can be assembled into a fit for purpose method. Example:

        – Story Exploration
        – Team Practices
        – Flow visualization
        – Agile Engineering

        These are sometimes very close, but not quite, at the same level of a method (eg adopting team practices would get you close to scrum) but a little more singularly focused. If you are interested ping the CDN folks @ Deloitte, sure they have material still handy

  • Tahlia Oliver

    Hi Jeff – Thanks for the comment. Chris may have a different perspective to me (so he will follow up with an answer). The intent I have in using this framework is to really educate people/organisations on the broader principles that fit under the concept of Agile. I find that teams are using Scrum and that’s where they stop their Agile journey because they believe they are “doing Agile”. In reality though, you’ve reached a certain maturity and should begin to start adopting other frameworks/principles for further benefits. So intent for me would be both, to enable those with a passion and experience to learn as well as have those conversations. But also to do that at a broader level for a larger group.

  • Ilan Goldstein

    Hi – I recommend that you use the official and genuine .org site for Scrum i.e. or if you are going to leave you should definitely include the significantly larger and original international Scrum not-for-profit body, the Scrum Alliance.

  • Craig Smith

    Chris – like what you have done here, looks like you took the list directly from my talk 40 Agile Methods in 40 Minutes

  • PDF version required for wall poster.

  • Wolfram Müller

    well done work – thanks a lot …
    … and I really appreciate that the TOC found it’s way into the landscape as connection between LEAN and FLOW – pretty smart – thanks

    Wolfram (Speed4Projects)

    p.s.: in Germany they start to count CCPM (Critical Chain) also as key for agile project management or agile at large scale organizations …

  • Conny Dethloff

    Great idea und Illustration. Thanks. But why is the Viable System Model (VSM) by Stafford Beer not part of this landscape? Regards, Conny

  • edward boudrot

    I am interested in a PDF of the Agile Landscape map above, does anyone have?

  • Tom Gilb

    If you want to learn about the foundational Evo and Cleanroom agile methods, missing from here, try these links VP book, search fro Cleanroom for references to original writings, and my Evo

    and my CE 2005 book, for Evo and related disciplines

  • Tahlia Oliver

    Hi all,

    Thank you for reading our blog and for all the feedback. This has been a very topical post in the Agile community!

    For anyone wanting a high resolution version or to contact us with any further feedback, please reach out to and the Deloitte Agile team can assist you.