After a few relaxing weeks off, I returned to work this week. I was surprised to see LinkedIn was on fire only a few days into the new year, with many in my network buzzing with discussions about PMI’s acquisition of Agile Alliance. For many of us, this development has sparked excitement, raised concerns, and inspired questions about the future of Agile and traditional project management.

Before discussing the implications, it’s important to note that I’m neither for nor against this change. However, it’s worthwhile to explore the questions we should be asking; rather than jumping to conclusions about whether something is good or bad, let’s examine the grey.

This isn’t the first time PMI has made a significant acquisition—the earlier integration of PMO Global Alliance into PMI has, so far, been positively received. Like Agile Alliance, PMO Global Alliance was one of many organisations contributing to its respective field, and its acquisition by PMI didn’t halt other organisations (The PMO Leader, House of PMO, etc.) from advancing their innovations. Many of these other PMO bodies were supportive and have even been collaborating further with PMI x PMO Global Alliance.

Similarly, Agile Alliance’s position as one of many Agile-focused organisations underscores that this move is unlikely to hinder the broader development of Agile methodologies. For context, the Agile Business Consortium and other organisations explored Agile concepts long before the Agile Manifesto popularised them.

PMI’s acquisition of Agile Alliance could mark a significant shift for both communities. This could create exciting opportunities but also prompt some valid concerns. Here’s a closer look at what this might mean and some thought-provoking questions to help you form your perspective.

The Upside

Better Collaboration
PMI’s structured approach and Agile Alliance’s adaptability could bridge gaps between traditional and Agile methodologies, fostering a more collaborative future.

Unified Practices
Integrating PMI’s standards with Agile principles might lead to innovative frameworks that allow teams to effectively blend both approaches.

Greater Reach
With PMI’s influence, Agile practices could reach industries and organisations that have been slow to adopt them.

Improved Training
Certifications like PMI-ACP could become even more valuable with Agile Alliance’s expertise in shaping their content.

 

 

The Downside

Loss of Focus
Agile Alliance’s community-driven mission might risk being diluted within PMI’s larger structure. For instance, Agile’s unique grassroots nature could take a backseat to PMI’s broader goals.

Culture Clash
Agile’s decentralised, flexible ethos may conflict with PMI’s more formal governance style. This tension could challenge integration efforts.

Losing Independence
Agile Alliance might lose its role as an independent voice championing Agile value, potentially shifting its focus toward PMI’s agenda.

 

 

Let’s look at some of the questions we could be asking to understand the change better…

Cultural Fit
How will PMI preserve Agile Alliance’s principles without imposing a traditional structure?

For Practitioners
Will this make it easier or harder for individuals to adopt Agile practices, especially in less traditional sectors?

Certifications
Could new certifications emerge blending Agile and traditional methods? Would these enhance or complicate adoption?

Community Impact
What will happen to Agile Alliance’s grassroots community? Can PMI maintain that inclusivity and organic growth?

Agile’s Future
Will this lead to innovative Agile practices or push the movement toward standardisation? Agile thrives on adaptability—how will this be protected?

Hybrid Methods
Does this signal a shift toward hybrid models? Do organisations genuinely need such models, or is this just a trend? Note that most organisations I have worked with—there have been 30+—are all doing some form of hybrid. It’s not a ‘methodology’ but rather the integration of different methods, tools, frameworks, and concepts into something that works for them.

Trust
Will the Agile community trust the Agile Alliance under PMI’s stewardship? Trust is critical to ensuring the success of this collaboration.

 

 

A Balanced Perspective

This situation brings a broader discussion about Agile’s role in project management. As noted in a recent blog, Agile and traditional projects are not inherently at odds. Instead, they represent adaptable tools that, when combined effectively, can deliver immense value. I appreciate and understand that many people may only see Agile with a black-and-white lens, as it is often based on our experiences (good or bad) and how we perceive them.

Agile principles—such as flexibility, iterative feedback, and continuous improvement—can coexist within the structured frameworks of traditional project management. I’ve seen this sometimes done well and other times not so well.

Organisations like the Agile Business Consortium and others continue to champion Agile approaches, much like the Agile Alliance has done. If PMI and Agile Alliance can harmonise their strengths, this could be an opportunity to reimagine how Agile and traditional methods coexist. At the same time, it’s critical to ensure that community-driven principles and inclusivity remain intact. For example, PMI could prioritise transparent communication and initiatives to preserve Agile Alliance’s grassroots ethos.

 

 

What Do You Think?

This acquisition offers a chance to rethink the future of Agile and project management. Will this lead to exciting innovations or stifle Agile’s grassroots essence? Ultimately, the Agile movement thrives on adaptability and continuous improvement—and these values should guide any changes.

One of my thoughts is this: with dozens of Agile-based methods, frameworks, and groups, it’s crucial to remember that no one owns “Agile.” It’s a mindset and an approach, not a trademark or a monopoly. The Agile movement has evolved through countless contributions from individuals and organisations worldwide, each adding unique perspectives and practices.

At its core, true Agile stems from the concept of agility—being adaptable, responsive, and open to change. It means different things to different people and organisations, shaped by their unique contexts and needs. Agile cannot be neatly packaged into a single definition or method; perhaps that’s its greatest strength. Can we at least agree on that?

I’m willing to wait and see how this unfolds, giving it a fair chance. Regardless of the outcome, my focus remains steadfast on delivering value to clients using the right tools, frameworks and approaches tailored to their needs.

What are your thoughts on this development?

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