{"id":3187,"date":"2026-01-30T00:00:00","date_gmt":"2026-01-29T23:00:00","guid":{"rendered":"https:\/\/kunden.weissblaumedia.de\/microconsult\/2018\/08\/02\/ps_psychogramm-agiler-methoden\/"},"modified":"2026-06-17T13:17:23","modified_gmt":"2026-06-17T11:17:23","slug":"ps_psychogram-of-agile-methods","status":"publish","type":"post","link":"https:\/\/www.microconsult.de\/en\/ps_psychogramm-agiler-methoden\/","title":{"rendered":"Psychogram of agile methods: Agile values and principles under scrutiny"},"content":{"rendered":"

Agile methods are increasingly finding their way into the development departments of many companies. They have moved beyond being a mere pipe dream and are now recognized as an alternative to established, traditional project management methods. This article explores some of the compelling reasons that have contributed to this shift. The key to their success lies in understanding human needs.<\/strong><\/p>\n

<\/p>\n

M is for Project Success<\/h4>\n

The project management triangle represents the conflict-ridden relationship between time, quality, and cost. The ultimate goal of project management is to meet the needs of both the customer and the company through a balanced combination of project duration, costs, and results. However, this is only half the story, because these three obvious aspects of project control are influenced by a factor that is often overlooked due to its elusive nature: the behavior of the project team.<\/p>\n

\"Psychogram<\/p>\n

Image 1: Of course, the effort and results of the project must meet the needs of customers and management. But that's not enough!<\/em><\/p>\n

B is for project success<\/h4>\n

The people on the project team naturally have needs as well. Ultimately, they act to satisfy those needs in some way. Anyone who believes that people work for a salary to make a living is oversimplifying things. Their behavior is guided by a whole spectrum of needs.<\/p>\n

The proportions of the various needs within this spectrum can vary considerably depending on the life situation, even the time of day or the weather. Current behavior is primarily shaped by the currently dominant need.<\/p>\n

For example, my need for recognition decreases relatively sharply around lunchtime in favor of the need for food. In project work, needs such as recognition, security, status, belonging, curiosity, and self-affirmation play an important role.<\/p>\n

\"Psychogram<\/p>\n

Figure 2: All project parameters are heavily dependent on the human factor. Behavior, and therefore willingness to perform, is driven by needs.<\/em><\/p>\n

Projects are control loops.<\/h4>\n

For projects to achieve their goals, a regular comparison of planned and actual project progress is essential. The team will compensate for deviations from the plan within its means or, if that is not possible, adjust the plan to reflect reality. This is therefore a structured process in which the plan represents the target value, the interim results the actual value, the team the controller, and the project the system being controlled.<\/p>\n

\"Psychogram<\/p>\n

Figure 3: Projects are successful when the participants can fulfill not only the plan, but also their needs.<\/em><\/p>\n

However, there is another hidden feedback loop in projects: the feedback loop of needs. Every participant has expectations of a project in terms of positive need satisfaction. As long as the project's progress (actual value) confirms these expectations (target value) or the hope of confirmation remains, people invest energy in the project goal.<\/p>\n

If this isn't the case, they seek more meaningful ways to use their energy. They will only contribute to the project to the extent that their need for job security makes it seem expedient. This is precisely where the connection between the two control loops becomes apparent.<\/p>\n

If the needs-based control loop provides too little energy for the project goal, the project progresses very slowly or fails. One way to positively link these two control loops is to agree on a value system that underlies the project work. From this value system, behavioral principles can be derived that translate these values into project work. These principles serve as guidelines for processes and methods.<\/p>\n

Let us now establish the connection between needs and agility to find out to what extent agile values and principles <\/a>and their practical application contribute to the success of the project.<\/p>\n

Agile values put to the test of needs<\/h4>\n

The Agile Manifesto focuses on four core values. More precisely, they are comparative assessments:<\/p>\n