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What Exactly Is Agile?
 
This part provides a detailed overview of the meaning of the word “agile” and its relevance to Scenario Planning and Museum Management. Agility has become an increasingly popular method used to develop products across multiple domains; however, it is envisioned that a clearer understanding of the term can be attained when it is compared to traditional museum management concepts.
Agile museum management is an approach that is used to design and deliver scenario planning and strategic management. To be exact, the agile approach delivers the scenario planning that has the greatest value to the museum. To be agile merely means to be quick and affective. The definition of the word is rather easy to understand; how-ever, quick, and affective is a comparative term used to describe the “degree of comparison between similar adjectives” (i.e., good or better). In other words, the word “quick” is appraised by comparing it to other adjectives with similar meaning with an end result that has the potential to be highly subjective. The assessment of the word “quick” described with affective is relative and is based on individualized perceptions. The best way to describe “quick” as it pertains to agile museum management is “quicker than traditional museum management methods.” Agility refers to the capability to think and reach conclusions quickly.
 
 
Agile is faster and effective
 
Mathematically speaking, it is apparent that traditional museum management is not as quick as the agile method with all its 47 processes and 5 process groups. In the case of agile, there are 4 values; 12 agile principles; and the Declaration of Interdependence (DOI) for Agile Museum Management and its additional principles that tie together “people, museum, and value.”  A fact-­based determination has just been made from the comparative assessment of the word “quick” as it pertains to the agile description. It has been successfully and objectively determined exactly what “how quick” means based on the number of processes that fall under agile and traditional museum management methods, respectively. The lesson to be learned from the assessment is that whenever there is a museum that needs to be managed quickly, more than likely the agile approach would be best. There are, of course, other factors to take into consideration when deciding on agile or traditional museum management. For example, one factor is museum size, museum type, museum history, etc.
 
 
 
 
 
 
Agile changes are inherent
 
When discussing agility, it is relevant to discuss change. That is a word that hardly needs a dictionary lookup. Let us examine the facts:
management always changes; leadership requirements change and in fact not much in society is constant. The world that we live in is very dynamic. Getting back to museum management, any museum’s professional will agree that making changes within a traditional methods of museum development management at the wrong time can be quite costly. In fact, the costs of changes later in the life cycle are exponentially greater than changes made early on.
For example, changes in requirements during the planning phase hardly cost anything; however, once the scenario is in production, those changes can be awfully expensive.
Traditional museum management is all about plans and scenarios planning whereas agility is about adapting and extraordinarily little or no planning at all. Plans always change because there are a multitude of unknowns in the traditional museum management approach.
Agile museum management adjusts direction on the fly and welcomes change at any time in the museum. Keep in mind that we are not referring to just any type of change. We are speaking about those changes that enhance audience ’s competitive advantage.
It takes time and money to replan and modify museum scenarios in the traditional museum management environment. This would not be the case on the agile museum.