Agile is more than just a set of practices; it is a philosophy for delivering value in uncertain and changing environments. The Agile Manifesto, written in 2001, emphasized four values: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. These values shaped modern project management and software development.

Scrum is the most widely used Agile framework. It was developed in the early 1990s and is designed to help teams solve complex problems while delivering value in small, usable increments. Unlike traditional “waterfall” approaches that attempt to plan and execute everything in a linear sequence, Scrum uses short iterations called Sprints. Each Sprint typically lasts between 1 and 4 weeks and results in a potentially usable product increment.

The foundation of Scrum rests on empiricism — the belief that knowledge comes from experience and making decisions based on observation. In practice, this means Scrum teams continuously inspect their progress and adapt as necessary. Three pillars support empiricism: transparency (everyone can see what’s going on), inspection (frequent checks on progress and process), and adaptation (making changes quickly when something isn’t working).

Another critical influence is lean thinking. Lean emphasizes eliminating waste, focusing on what truly matters, and continuously improving. In Scrum, this translates into working on the most valuable items first, limiting work in progress, and ensuring every increment is potentially shippable.

In summary, Agile is the mindset, and Scrum is a structured framework within Agile. Together, they enable teams to deliver value quickly, adapt to change, and continuously learn.