Almost a decade ago, James Shore reviewed his experiences of working with teams who had adopted Agile and identified the problem of ‘cargo cult’.

The analogy is based on the story from WWII, where Allied forces used a Pacific Island as a cargo drop point. After the war, the islanders were said to have replicated all the elements that they had observed as part of the drops – the airstrip, the control towers, the headphones and so on – but didn’t understand why the planes no longer landed.

It is not uncommon for organizations to fail to translate philosophy into meaningful, practical change. ‘Scrum’ meetings become little more than status meetings, and teams find they are left essentially dressing up Waterfall and calling it Agile.

Getting the tools and processes right, and not just a familiarity with the terminology proves critical. We created VIP as a lightweight toolset so that teams can work with tried and tested components from a standard library. Creating software by chaining together existing solutions, with logic gates eliminating the poor thinking and practices that can stymie projects.

Clear, scalable and robust, it means you can avoid falling into the trap of building bamboo control towers that leave you fretting when the aeroplanes don’t land.