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When Agile?

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Agile Fundamentals Online Learning
What is Agile?
Principles of Agile

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This course introduces the basics of agile, including the agile mindset, values, and principles. It also focusses on the history of agile, the importance of rich communication, an overview of some agile frameworks. This course is all about the what, why and when of agile.

Learning Objectives

The objectives of this course are to provide you with and understanding of:

  • What agile is
  • What the agile principles are
  • What the history of agile is
  • Why rich communication is so important
  • Why agile is such a flexible way of working
  • When agile working makes sense

Intended Audience

This course is suitable for anyone with no prior knowledge of agile who is considering, evaluating or involved in a move towards working in (or with) an agile environment.

Prerequisites of the Certifications 

There are no prerequisites for this course, however, participants should be familiar with the content and rationale in the agile manifesto (http://agilemanifesto.org/).


We welcome all feedback and suggestions - please contact us at support@cloudacademy.com if you are unsure about where to start or if would like help getting started.


Hello everyone. In this video, I want to talk about when agile thinking becomes a powerful tool. To start off, we need to make a distinction between defined and empirical processes. Defined processes follow an exact set of stages and every part of the stage needs to be completed before you can move on. An example of this is waterfall project management. Empirical processes start with hypothesis, test these with observed results, understand the results, and adapt the process to improve. Agile processes are always empirical, and this is especially well reflected in Agile frameworks like scrum, that emphasize iterative and incremental work with retrospectives built in, so teams and stakeholders can reflect on the work being done. I'll come back to define empirical processes in a bit, but next up, I want to introduce you to Stacey's process complexity model.

This model was developed by Ralph D. Stacey and helps to illustrate issues around decision making and organizations. The vertical axis represents agreement, with the horizontal axis representing certainty. As you move up the vertical axis there is less agreement, and as you move right, along the horizontal axis, there is less certainty. With me so far? The zone within the graph is both close to agreement and certainty, as the simple zone. In this space, everyone understands what the problems are and agree on how they need to go about overcoming them. If there isn't certainty on what the issues are, but there is agreement on how to deal with it, or vice versa, we enter into the complicated zone. In this space, things are becoming more difficult to overcome. As we push further out, away from both certainty and agreement, we move into the complex space. Here, there is a lot of disagreement about what the issues are, or how to deal with them. Finally, at the extreme range of certainty and agreement, there is only anarchy and chaos. Here, there is very little knowledge of what's going on, with almost no agreement on how to deal with anything. 

In an ideal world, of course, everything would be simple, but it's safe to say that most of the issues organizations are facing are complicated, complex, or even chaotic. If you find yourself in the simple zone, both defined and empirical processes should work just fine. After all, everyone knows what the issues are, and what needs to be done to address them. However, the further you push away from the simple zone, the more defined processes start to struggle. 

Defined processes need every part of a stage to be finished and signed off before work can continue. This limits teams who need to deal with complicated or complex decision making. However, empirical processes, like the scrum framework, really come into their own here. Teams can react quickly to the challenging situations they find themselves in. As they have the trust of the organization to self-organize, they can complete work in a way that the environment demands.

Agile thinking is especially powerful in the chaotic sector. Teams can focus on creating an MVP, a minimum viable product, and failing fast by building, majoring, and learning. Defined processes are only really good at dealing with work in the simple zone and to a lesser degree, the complicated zones. They become a blocker as decision making becomes complex and are very difficult to use in the chaotic zone.

Agile thinking, on the other hand, can be used regardless of how far from agreement and certainty teams are because they are empirical by their very nature.

About the Author

Learning paths7

Tony has over 20 years’ experience in Business Development, Business Change, Consulting and Project/Programme Management working with public, private and third sector organisations.

He has helped organisations to design and create process and procedures to align ways of working with corporate strategy. A highly motivated and detailed solution provider utilising a wide range of methods and frameworks to provide structure whilst promoting creativity and innovation.

As a confident and self-motivated professional with excellent communication skills Tony is able to bring people together and get them working as a team quickly.

Tony is an Agile and Scrum trainer with a vast knowledge spanning IT Systems, Business Change, Programme and Project Management. With excellent presentation skills and a solid background, he ensures that all clients gain maximum benefit from his training. He has successfully guided those new to the industry through their initial training, helped experienced staff as they progress in their careers and worked at Director level advising on best use and practice, as well as tailoring courses to fulfil the exact needs of clients.