The standard for project management

X1.7 PMI PRODUCTION STAFF

Donn Greenberg, Manager, Publications

Kim Shinners, Publications Production Associate

Roberta Storer, Product Editor

Barbara Walsh, Production Supervisor

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APPENDIX X2 

ATTRIBUTES THAT INFLUENCE TAILORING

X2.1 INTRODUCTION

This appendix provides high-level guidance on when and how to tailor 

agile approaches. It can be used to determine circumstances that might 

warrant changing or introducing new techniques, and then offers some 

recommendations to consider.

X2.2 FIRST SOME CAUTIONS

Tailoring is an advanced topic that should be undertaken by experienced 

practitioners who have been successful using agile approaches as originally 

described in multiple environments before they consider tailoring them. In 

other words, gain experience and be successful with one approach before 

attempting to tailor the approach.

A common response when struggling to adopt an agile practice is to 

consider whether to do it or not. A statement like “Retrospectives were 

unpopular so we decided to drop them” illustrates this issue and indicates 

a more fundamental problem on the team that is unlikely to be addressed 

by tailoring the method. The situation will be made worse by omitting the 

retrospective activity that aims to improve the process.

The Shu-Ha-Ri model of skills 

acquisition describes progression 

from obeying the rules (Shu 

守

, 

means to obey and protect), through 

consciously moving away from the 

rules (Ha 

破

, means to change or 

digress), and finally through steady 

practice and improvement finding 

an individual path (Ri 

離

, means to 

separate or leave). We need to start 

and practice at the Shu level before 

we are ready to move to the Ha level 

to tailor the process or the Ri level to 

invent a new custom process.

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Appendix X2

Finally, tailoring should be undertaken in collaboration with the teammates or whoever the change is likely to impact. 

People need to be engaged in the thinking and decision-making process about changing processes in order for them to 

commit and buy-in to the changes in order to have a successful transition. Omitting people from tailoring a process is 

likely to result in resistance and resentment to the change, even if it makes good sense technically. Often, experienced 

coaches or leaders can help to engage people effectively.