In a significant move that has sparked discussions across the project management and Agile communities, Agile Alliance has become part of the Project Management Institute (PMI). While this acquisition may surprise many practitioners—especially those who have valued the independence and community-driven nature of Agile Alliance—it also promises to offer new opportunities for collaboration, growth, and a more unified approach to delivering value through projects. Below, we explore the pros, cons, and context behind this decision and end on an optimistic note for the future of Agile practices.
Why This Was Needed
I should mention that I was the fourth employee at Agile Alliance and left the organization several years ago. Therefore, I don't have any insider information on the reasons for the acquisition or related reasons. My thoughts are based on observations over the past few years and publicly available information about both organizations.
In recent years, Agile Alliance has struggled to maintain the strong growth and community engagement it once had. Attendance at its annual conferences began to decrease, and membership renewals showed signs of decline, as indicated by its public financials. As the organization aimed to uphold its mission of promoting and advancing Agile principles, it became evident that a partnership or acquisition might be the best course of action.
PMI has long acknowledged the significance of Agile methodologies, integrating Agile into its frameworks and guidelines. With PMI’s extensive global reach and diverse membership, collaborating with Agile Alliance could help renew interest in Agile and expand its application beyond software development into other industries.
Moreover, it aligns with the "Big Tent" vision that some former board members and I had for the organization. The aim was never to create division but rather to foster new ways of enhancing sustainable product development that lead to a better way of working. Bringing these two non-profit organizations together could be the catalyst that finally ends the “us” vs. “them” mindset we have seen in our industry. If each entity’s unique strengths are embraced and its values preserved, this union could usher in a more inclusive, collaborative future for everyone involved.
Potential Pros
Integrating the Agile Alliance with PMI opens up new opportunities for global exposure by utilizing the extensive networks of both PMI and the Alliance. This collaboration can potentially revitalize community engagement and bring fresh perspectives to Agile discussions. The exchange of ideas between traditional project management methods and Agile's iterative approach could result in innovative hybrid solutions, appealing to organizations that need both structure and flexibility.
Professional development is also poised to benefit: Agile practitioners can tap into PMI's extensive training and certification programs. At the same time, traditional project managers can enhance their Agile expertise through direct interaction with the Agile Alliance. Furthermore, with PMI's financial backing, the Agile Alliance could enhance the conference experience, provide more advanced tools, and address its recent declines in attendance and membership.
Potential Cons
Despite these benefits, some are concerned that Agile Alliance might lose its grassroots spirit under PMI's umbrella. The cultural differences between Agile's focus on adaptability and PMI's traditionally plan-driven methods could cause tension, potentially weakening the values that have long characterized Agile Alliance. Moreover, there is a risk that standardizing Agile practices for a wider audience could result in one-size-fits-all solutions, compromising the flexibility many practitioners value. Concerns about membership turnover are also present, as members unhappy with the new direction might leave unless transparent communication assures them that Agile Alliance's core mission and community-focused spirit will remain unchanged.
All of this is speculative, but it is something that the board of directors and staff must make a significant effort to prevent from becoming a reality. Mergers and acquisitions are never easy, and considerable proactive thinking is needed as the effort progresses.
Making This a Positive
Despite the uncertainties, this strategic initiative could be advantageous for both communities. Agile Alliance receives renewed support and an opportunity to reconnect with both longstanding and new members, while PMI expands its appeal by adopting a more profound Agile focus. The acquisition can promote more efficient, adaptable practices that benefit various industries worldwide if managed with care.
By actively addressing cultural differences, remaining true to Agile’s core values, and ensuring clear, consistent communication about membership benefits and plans, the new partnership can herald a positive era of project delivery—where traditional and Agile methodologies coexist, adapt, and flourish.
Ultimately, if carefully nurtured, the union of Agile Alliance and PMI could enable both organizations to better meet the evolving needs of teams, stakeholders, and businesses globally. This could mark the beginning of an ambitious new chapter in how projects are conceived, planned, and executed. I look forward to seeing how this all unfolds.
