Agile Digital Services In A Nutshell

The AgileDS framework was developed by Agile Business Consortium with a primary focus on the building and delivery of digital services. Agile Digital Services (AgileDS) is a certification designed to assist project managers working in a digital services environment.

DefinitionAgile Digital Services is an approach to delivering digital products and services that prioritizes flexibility, collaboration, and continuous improvement. It is rooted in the principles of Agile methodology and is tailored to the digital landscape. Agile Digital Services emphasize iterative development, customer-centricity, and the ability to adapt rapidly to changing market conditions and user needs. This approach is widely used in software development, web services, mobile apps, and other digital product domains to enhance responsiveness, reduce development risks, and deliver value to customers more efficiently.
Key ElementsIterative Development: Agile Digital Services rely on iterative development cycles, with frequent releases and updates to continually improve the product or service. – Cross-Functional Teams: Cross-functional teams, including developers, designers, testers, and product owners, collaborate closely to deliver a holistic solution. – Customer-Centricity: Customer feedback and user needs drive the development process, ensuring that the product meets customer expectations. – Adaptability: Agile Digital Services are designed to adapt quickly to changing market dynamics, emerging technologies, and evolving user preferences. – Continuous Improvement: Teams focus on continuous improvement through retrospectives and feedback loops to enhance efficiency and effectiveness.
CharacteristicsFlexibility: Agile Digital Services prioritize adaptability, enabling teams to pivot and respond to new opportunities or challenges promptly. – Rapid Iterations: Short development cycles result in frequent releases, allowing for quick feedback and adjustments. – Transparency: Agile teams maintain transparency in their work, sharing progress, challenges, and plans openly. – Customer Involvement: Customers or end-users are actively engaged throughout the development process to ensure alignment with their needs. – Collaboration: Cross-functional collaboration fosters innovation and problem-solving.
ImplicationsEnhanced Customer Satisfaction: Agile Digital Services align closely with customer needs, leading to higher customer satisfaction. – Reduced Risk: Frequent testing and adaptation reduce the risk of costly errors and misaligned product development. – Faster Time to Market: Agile processes enable quicker product releases and faster responses to market demands. – Innovation: Continuous improvement and collaboration foster innovation within development teams. – Resource Optimization: Teams can optimize resources by focusing on features or enhancements that deliver the most value.
AdvantagesCustomer-Centric Development: Agile Digital Services ensure that development efforts are guided by customer feedback and preferences, resulting in products that meet user needs effectively. – Reduced Development Risk: Frequent iterations and testing reduce the risk of major errors or misalignment with user expectations. – Rapid Responsiveness: Agile teams can respond quickly to market changes, competitive pressures, or emerging technologies. – High-Quality Products: Iterative development and continuous improvement lead to higher-quality products or services. – Effective Collaboration: Cross-functional collaboration enhances problem-solving and drives innovation within the team.
DrawbacksResource Intensive: Agile Digital Services can be resource-intensive, requiring close collaboration and frequent iterations. – Complexity: Managing multiple iterations and rapidly changing priorities can introduce complexity to project management. – Documentation Challenges: Agile processes may prioritize working software over comprehensive documentation, which can pose challenges in some contexts. – Resistance to Change: Teams or organizations accustomed to traditional development methods may face resistance when transitioning to Agile practices. – Uncertainty: Rapid changes and adaptation can introduce uncertainty into project timelines and outcomes.
ApplicationsSoftware Development: Agile Digital Services are commonly used in software development to create and maintain web applications, mobile apps, and software products. – Web Services: Web service providers use Agile approaches to deliver and improve online services, including websites and e-commerce platforms. – Mobile App Development: Mobile app development teams often adopt Agile practices for quick app releases and updates. – Digital Marketing: Agile methodologies are applied to digital marketing campaigns to optimize content and advertising strategies based on real-time performance data. – E-commerce: Agile practices help e-commerce businesses stay responsive to customer demands and market trends.
Use CasesAgile Software Development: Software development teams employ Agile Digital Services to create, test, and release software applications with iterative development cycles. – Website Development: Web developers use Agile methods to build and maintain websites, continuously improving user experiences. – Mobile App Optimization: Agile is applied to mobile app development, allowing teams to adapt to changing user preferences and device capabilities. – Digital Marketing Campaigns: Digital marketers use Agile principles to adjust campaigns based on performance data, ensuring optimal results. – E-commerce Enhancement: Agile practices are used to enhance online shopping experiences, improve site functionality, and respond to customer feedback quickly.

Understanding Agile Digital Services

AgileDS is based on the GDS lifecycle of the Government Digital Service, an internal department of the UK government responsible for supporting the implementation of digital strategy. Like other Agile frameworks, AgileDS is driven by data with a focus on the user to meet business outcomes.

AgileDS certification is useful for any role that requires a sound working knowledge of AgileDS principles. 

This may encompass a variety of roles or scenarios within an organization, including:

  • Senior stakeholders – responsible for implementing digital transformation strategies or adapting the organization’s services for a digital world.
  • Change management professionals – responsible for motivating digital change teams in the context of project, program, and portfolio (PPM) management.
  • Events staff – who create, deliver, and manage digital events.
  • Aspiring or practicing digital project managers.

AgileDS principles

AgileDS is underpinned by 10 generic principles that govern all agile processes. Each principle applies to the nuances of digital service delivery, but the first, sixth and eighth principles are particularly pertinent.

  1. Start with needs. A clear understanding of the needs of digital users is a vital component of discovering the right solution.
  2. Do less. Code must be reused where possible and should never exceed requirements. Other information and resources should also be reused to minimize waste.
  3. Design with data. Use data that can be verified and not data based on assumptions.
  4. Do the hard work to make it simple. By simplifying the difficult initial work, there is a higher likelihood that excellent outcomes will manifest.
  5. Iterate. Then iterate again. Value comes from continuous improvement.
  6. This is for everyone. Digital services need to be accessible to different groups of people. An elderly individual that is vision-impaired will be less suited to visually stunning websites. A gaming app suitable for children will need to use simpler language and a slower pace during content delivery.
  7. Understand the context. Digital services should be built around people, not systems and tools. Instead of delivering a digital product that requires a fast internet connection, a business should first consider whether its target audience has access to such a connection.
  8. Build digital services, not websites. While the end-user undoubtedly visits websites, they do so to access valuable information. Development teams need to make valuable information accessible by removing barriers or distracting elements.
  9. Be consistent, not uniform. Consistency means using the same language and design wherever possible across a suite of digital services. This increases brand recognition and loyalty.
  10. Make things open. Digital service development should be shared with as many key stakeholders as possible. With more eyes on a service, there is a better chance that faults or errors are pointed out and better alternatives are devised.

Key takeaways

  • Agile Digital Services certification was designed to guide and incorporate Agile principles into digital services delivery.
  • Agile Digital Services guidelines are based on the GDS lifecycle created by the UK Government. The guidelines are relevant to a broad range of roles within an organization.
  • AgileDS is underpinned by ten agile principles. Understanding and then addressing the needs of digital users is fundamental. Needs are addressed when businesses avoid the temptation to deliver digital services that are based on systems, tools, or websites.

Key Highlights

  • Introduction to AgileDS: AgileDS is a framework developed by Agile Business Consortium, focused on building and delivering digital services. It offers certification for project managers in digital services environments.
  • Basis and Focus: AgileDS is based on the GDS (Government Digital Service) lifecycle, which is used by the UK government to implement digital strategy. It emphasizes data-driven and user-centric approaches to achieve business outcomes.
  • Relevance of AgileDS Certification: AgileDS certification is valuable for various roles within organizations:
    • Senior stakeholders involved in digital transformation strategies.
    • Change management professionals for motivating digital change teams.
    • Event staff managing digital events.
    • Aspiring or practicing digital project managers.
  • AgileDS Principles: The framework is guided by 10 principles, with particular emphasis on the first, sixth, and eighth principles:
    • Start with needs: Understand user needs for the right solution.
    • Do less: Minimize waste by reusing code, resources, and information.
    • Design with data: Base decisions on verified data, not assumptions.
    • Iterate: Continuously improve to deliver value.
    • Build digital services, not websites: Focus on accessibility and valuable information.
    • This is for everyone: Make digital services accessible to diverse user groups.
    • Understand the context: Prioritize user context over systems or tools.
    • Do the hard work to make it simple: Simplify initial work for better outcomes.
    • Be consistent, not uniform: Maintain consistency in language and design for brand recognition.
    • Make things open: Share development with stakeholders for better solutions.
  • Key Takeaways:
    • Agile Digital Services certification incorporates Agile principles into digital service delivery.
    • The framework is based on the GDS lifecycle and is applicable to a wide range of organizational roles.
    • AgileDS principles emphasize user needs, iterative improvement, accessibility, simplicity, consistency, and openness. It’s a user-centric, data-driven approach for effective digital service delivery.

Connected Agile & Lean Frameworks


AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.


AgileSHIFT is a framework that prepares individuals for transformational change by creating a culture of agility.

Agile Methodology

Agile started as a lightweight development method compared to heavyweight software development, which is the core paradigm of the previous decades of software development. By 2001 the Manifesto for Agile Software Development was born as a set of principles that defined the new paradigm for software development as a continuous iteration. This would also influence the way of doing business.

Agile Program Management

Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.

Agile Project Management

Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.

Agile Modeling

Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.

Agile Business Analysis

Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.

Agile Leadership

Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles. 

Andon System

The andon system alerts managerial, maintenance, or other staff of a production process problem. The alert itself can be activated manually with a button or pull cord, but it can also be activated automatically by production equipment. Most Andon boards utilize three colored lights similar to a traffic signal: green (no errors), yellow or amber (problem identified, or quality check needed), and red (production stopped due to unidentified issue).

Bimodal Portfolio Management

Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.

Business Innovation Matrix

Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.

Business Model Innovation

Business model innovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.

Constructive Disruption

A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.

Continuous Innovation

That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.

Design Sprint

A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.

Design Thinking

Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.


DevOps refers to a series of practices performed to perform automated software development processes. It is a conjugation of the term “development” and “operations” to emphasize how functions integrate across IT teams. DevOps strategies promote seamless building, testing, and deployment of products. It aims to bridge a gap between development and operations teams to streamline the development altogether.

Dual Track Agile

Product discovery is a critical part of agile methodologies, as its aim is to ensure that products customers love are built. Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few. Dual Track Agile is an agile methodology containing two separate tracks: the “discovery” track and the “delivery” track.

eXtreme Programming

eXtreme Programming was developed in the late 1990s by Ken Beck, Ron Jeffries, and Ward Cunningham. During this time, the trio was working on the Chrysler Comprehensive Compensation System (C3) to help manage the company payroll system. eXtreme Programming (XP) is a software development methodology. It is designed to improve software quality and the ability of software to adapt to changing customer needs.

Feature-Driven Development

Feature-Driven Development is a pragmatic software process that is client and architecture-centric. Feature-Driven Development (FDD) is an agile software development model that organizes workflow according to which features need to be developed next.

Gemba Walk

A Gemba Walk is a fundamental component of lean management. It describes the personal observation of work to learn more about it. Gemba is a Japanese word that loosely translates as “the real place”, or in business, “the place where value is created”. The Gemba Walk as a concept was created by Taiichi Ohno, the father of the Toyota Production System of lean manufacturing. Ohno wanted to encourage management executives to leave their offices and see where the real work happened. This, he hoped, would build relationships between employees with vastly different skillsets and build trust.

GIST Planning

GIST Planning is a relatively easy and lightweight agile approach to product planning that favors autonomous working. GIST Planning is a lean and agile methodology that was created by former Google product manager Itamar Gilad. GIST Planning seeks to address this situation by creating lightweight plans that are responsive and adaptable to change. GIST Planning also improves team velocity, autonomy, and alignment by reducing the pervasive influence of management. It consists of four blocks: goals, ideas, step-projects, and tasks.

ICE Scoring

The ICE Scoring Model is an agile methodology that prioritizes features using data according to three components: impact, confidence, and ease of implementation. The ICE Scoring Model was initially created by author and growth expert Sean Ellis to help companies expand. Today, the model is broadly used to prioritize projects, features, initiatives, and rollouts. It is ideally suited for early-stage product development where there is a continuous flow of ideas and momentum must be maintained.

Innovation Funnel

An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.

Innovation Matrix

According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).

Innovation Theory

The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.

Lean vs. Agile

The Agile methodology has been primarily thought of for software development (and other business disciplines have also adopted it). Lean thinking is a process improvement technique where teams prioritize the value streams to improve it continuously. Both methodologies look at the customer as the key driver to improvement and waste reduction. Both methodologies look at improvement as something continuous.

Lean Startup

A startup company is a high-tech business that tries to build a scalable business model in tech-driven industries. A startup company usually follows a lean methodology, where continuous innovation, driven by built-in viral loops is the rule. Thus, driving growth and building network effects as a consequence of this strategy.

Minimum Viable Product

As pointed out by Eric Ries, a minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort through a cycle of build, measure, learn; that is the foundation of the lean startup methodology.

Leaner MVP

A leaner MVP is the evolution of the MPV approach. Where the market risk is validated before anything else


Kanban is a lean manufacturing framework first developed by Toyota in the late 1940s. The Kanban framework is a means of visualizing work as it moves through identifying potential bottlenecks. It does that through a process called just-in-time (JIT) manufacturing to optimize engineering processes, speed up manufacturing products, and improve the go-to-market strategy.


Jidoka was first used in 1896 by Sakichi Toyoda, who invented a textile loom that would stop automatically when it encountered a defective thread. Jidoka is a Japanese term used in lean manufacturing. The term describes a scenario where machines cease operating without human intervention when a problem or defect is discovered.

PDCA Cycle

The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.

Rational Unified Process

Rational unified process (RUP) is an agile software development methodology that breaks the project life cycle down into four distinct phases.

Rapid Application Development

RAD was first introduced by author and consultant James Martin in 1991. Martin recognized and then took advantage of the endless malleability of software in designing development models. Rapid Application Development (RAD) is a methodology focusing on delivering rapidly through continuous feedback and frequent iterations.

Retrospective Analysis

Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle. These are the five stages of a retrospective analysis for effective Agile project management: set the stage, gather the data, generate insights, decide on the next steps, and close the retrospective.

Scaled Agile

Scaled Agile Lean Development (ScALeD) helps businesses discover a balanced approach to agile transition and scaling questions. The ScALed approach helps businesses successfully respond to change. Inspired by a combination of lean and agile values, ScALed is practitioner-based and can be completed through various agile frameworks and practices.


The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.

Spotify Model

The Spotify Model is an autonomous approach to scaling agile, focusing on culture communication, accountability, and quality. The Spotify model was first recognized in 2012 after Henrik Kniberg, and Anders Ivarsson released a white paper detailing how streaming company Spotify approached agility. Therefore, the Spotify model represents an evolution of agile.

Test-Driven Development

As the name suggests, TDD is a test-driven technique for delivering high-quality software rapidly and sustainably. It is an iterative approach based on the idea that a failing test should be written before any code for a feature or function is written. Test-Driven Development (TDD) is an approach to software development that relies on very short development cycles.


Timeboxing is a simple yet powerful time-management technique for improving productivity. Timeboxing describes the process of proactively scheduling a block of time to spend on a task in the future. It was first described by author James Martin in a book about agile software development.


Scrum is a methodology co-created by Ken Schwaber and Jeff Sutherland for effective team collaboration on complex products. Scrum was primarily thought for software development projects to deliver new software capability every 2-4 weeks. It is a sub-group of agile also used in project management to improve startups’ productivity.


Scrumban is a project management framework that is a hybrid of two popular agile methodologies: Scrum and Kanban. Scrumban is a popular approach to helping businesses focus on the right strategic tasks while simultaneously strengthening their processes.

Scrum Anti-Patterns

Scrum anti-patterns describe any attractive, easy-to-implement solution that ultimately makes a problem worse. Therefore, these are the practice not to follow to prevent issues from emerging. Some classic examples of scrum anti-patterns comprise absent product owners, pre-assigned tickets (making individuals work in isolation), and discounting retrospectives (where review meetings are not useful to really make improvements).

Scrum At Scale

Scrum at Scale (Scrum@Scale) is a framework that Scrum teams use to address complex problems and deliver high-value products. Scrum at Scale was created through a joint venture between the Scrum Alliance and Scrum Inc. The joint venture was overseen by Jeff Sutherland, a co-creator of Scrum and one of the principal authors of the Agile Manifesto.

Six Sigma

Six Sigma is a data-driven approach and methodology for eliminating errors or defects in a product, service, or process. Six Sigma was developed by Motorola as a management approach based on quality fundamentals in the early 1980s. A decade later, it was popularized by General Electric who estimated that the methodology saved them $12 billion in the first five years of operation.

Stretch Objectives

Stretch objectives describe any task an agile team plans to complete without expressly committing to do so. Teams incorporate stretch objectives during a Sprint or Program Increment (PI) as part of Scaled Agile. They are used when the agile team is unsure of its capacity to attain an objective. Therefore, stretch objectives are instead outcomes that, while extremely desirable, are not the difference between the success or failure of each sprint.

Toyota Production System

The Toyota Production System (TPS) is an early form of lean manufacturing created by auto-manufacturer Toyota. Created by the Toyota Motor Corporation in the 1940s and 50s, the Toyota Production System seeks to manufacture vehicles ordered by customers most quickly and efficiently possible.

Total Quality Management

The Total Quality Management (TQM) framework is a technique based on the premise that employees continuously work on their ability to provide value to customers. Importantly, the word “total” means that all employees are involved in the process – regardless of whether they work in development, production, or fulfillment.


The waterfall model was first described by Herbert D. Benington in 1956 during a presentation about the software used in radar imaging during the Cold War. Since there were no knowledge-based, creative software development strategies at the time, the waterfall method became standard practice. The waterfall model is a linear and sequential project management framework. 

Read Also: Continuous InnovationAgile MethodologyLean StartupBusiness Model InnovationProject Management.

Read Next: Agile Methodology, Lean Methodology, Agile Project Management, Scrum, Kanban, Six Sigma.

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