Navigating the Agile Landscape

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                                     

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