Also called: Crystal Agile, Crystal Methodology, Agile Crystal, Agile Framework, Crystal Process, Agile Process, and Agile Crystal Framework
Relevant metrics: Productivity, Quality, Time to Market, Cost Savings, and Customer Satisfaction
What is the Crystal Agile Framework?
The Crystal Agile Framework embraces one of the fundamental values of the Agile Manifesto: prioritizing individuals and their interactions over processes and tools.
The Crystal Agile Framework is based on two key beliefs that set it apart from other frameworks:
- Teams have the capability to identify and implement their own solutions to improve their workflows.
- Each project is unique and ever-changing, and the team working on it is best suited to determine the most effective approach.
Where did Crystal Agile Framework come from?
Alistair Cockburn, a pioneer in the agile development movement, developed the Crystal method for IBM in 1991. Rather than prescribing specific development strategies that could be applied to any project, Cockburn focused on developing guidelines for team collaboration and communication. The traits of the Crystal method reflect this emphasis on teamwork:
- Human-powered, meaning that the project should be flexible and tailored to the needs and preferred work styles of the team members.
- Adaptive, meaning that the approach uses no fixed tools and can be modified to meet the team’s specific needs.
- Ultra-light, meaning that the methodology requires minimal documentation and reporting.
Prioritizing Teamwork and Flexibility
The Crystal Agile Framework emphasizes the importance of empowering teams to find their own solutions and optimize their workflows. By prioritizing human-powered and adaptive approaches, the framework encourages team members to work in a way that suits their strengths and preferences, rather than trying to fit into a predetermined process. This flexibility allows teams to respond quickly to changing requirements or unexpected challenges.
In contrast to other methodologies that may require extensive documentation or reporting, the Crystal Agile Framework is designed to be ultra-light. This means that teams can focus on delivering value to the customer rather than getting bogged down in administrative tasks. The framework’s emphasis on team collaboration and communication helps to ensure that everyone is on the same page and working towards a common goal.
When it comes to agile frameworks, Crystal stands out from the crowd.
Unlike more rigid frameworks such as Scrum, Crystal focuses on the individuals and interactions of a team, rather than relying solely on processes and tools. This framework is an outgrowth of one of the core values articulated in the Agile Manifesto.
The Crystal framework on team sizes
Crystal methodology categorizes teams by color according to the number of people in the project. Each color has a corresponding set of guidelines and practices that are tailored to the needs of the team.
- Crystal Clear is for teams with fewer than 8 people. With this approach, the team can keep itself aligned through regular communication, so there is less need for status reporting and documentation.
- Crystal Yellow is for teams with between 10 and 20 people. This entails a more structured approach, while still allowing for flexibility and adaptability.
- Crystal Orange is for teams with between 20 and 50 people. With larger teams, communication and coordination become more challenging, so this approach emphasizes more formal processes and procedures.
- Crystal Red is tailored to teams with between 50 and 100 people. This version provides a comprehensive approach to managing large projects. This approach includes a greater focus on documentation and communication to keep the team aligned and on track.
The Seven Principles of Crystal Agile Framework
At the heart of the Crystal Agile Framework, there are seven principles that form the basis of this approach. The first three principles are mandatory for all Crystal methods, while the other four are optional and can be applied when appropriate.
1: Frequent delivery
Delivering code regularly to users is essential to the success of the project. Without this, you might be investing valuable resources in building a product that nobody needs or wants. Regular delivery allows users to provide feedback, which can help to improve the final product.
2: Reflective improvement
Reflecting on your work, the methods you used, and the outcomes you achieved is critical to improving your team’s performance. It is essential to look back at what you have done and decide how to improve it in the future. The entire team should be involved in this process to ensure that everyone has a voice.
3: Osmotic communication
Co-location of teams is crucial in the Crystal Agile Framework, as it enables information to flow seamlessly between team members. Cockburn believed that team members should be in the same physical space to facilitate communication as if it were happening by osmosis. This principle is vital in fostering a sense of unity and collaboration among team members.
4: Personal safety
Team members must feel safe to discuss ideas openly, without fear of criticism or ridicule. In a Crystal Agile team, there are no bad ideas, suggestions or wrong answers. It is essential to create a safe environment where everyone can express their ideas freely.
5: Focus on work
It is crucial that team members know what to work on next and how to do it. Clear communication and documentation play a crucial role in ensuring that the team stays focused on their goals. When team members have a clear understanding of what needs to be done, they can work efficiently and productively.
6: Access to subject matter experts and users
In the Crystal Agile Framework, team members should have access to feedback from real users and subject matter experts when necessary. This feedback helps teams to improve the quality of their work and better understand the needs of their users.
7: Technical tooling
The use of technical tools such as continuous deployment, automated testing, and configuration management is crucial for the success of any development project. These tools can catch errors and mistakes quickly, without the need for human intervention. Cockburn recognized the importance of these tools in the 1990s, and they remain essential to the Crystal Agile Framework today.
What is the difference between Crystal and Scrum?
While both approaches aim to improve team productivity and deliver successful projects, there are notable differences in their philosophies, practices, and approaches. In general, Crystal provides more freedom and flexibility to teams, whereas Scrum is a more disciplined approach.
The Crystal methodology provides more freedom and flexibility to teams. It recognizes that different teams have different project and team size requirements and encourages them to adapt the framework accordingly. It prioritizes frequent delivery, criticality of the project, and proper documentation to ensure project success. Once the budget and process are finalized, no further changes are allowed.
Crystal has different methods for different project types based on the number of team members. Teams with less than eight members fall under the Crystal Clear category, teams with 10 to 20 members come under Crystal Yellow, 20 to 50 members under Crystal Orange, and teams with 50 to 100 members belong to the Crystal Red category.
Scrum, on the other hand, is a more disciplined approach. Once the Sprint starts, no further changes are allowed within the sprint scope. It prioritizes the backlog items based on their priority and delivers as per the same. Scrum methodology is often criticized for poor documentation, and due to the acceptance of ad hoc requests, clients demand more.
Scrum follows a “one method fits all” approach, irrespective of the team size. The overall team breaks into scrum teams. Therefore, the number of scrum teams can increase, but the individual scrum team size remains the same.
- Crystal Clear: A Human-Powered Methodology for Small Teams by Alistair Cockburn (2004)
- The Agile Samurai: How Agile Masters Deliver Great Software by Jonathan Rasmusson (2010)
- Leading Lean Software Development: Results Are Not the Point by Mary Poppendieck (2009)
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