  An agile change effort in an organization needs to be understood in relation
to human processes. Such theory and accompanying tools already existed almost
50 years ago in applied psychology. The core ideas of Agile Process
Consultation are that a client initiating a change toward more agility often
does not know what is wrong and the consultant needs to diagnose the problem
jointly with the client. It is also assumed that the agile consultant cannot
know the organizational culture of the client's organization, which means that
the client needs to be making the decisions based on the suggestions provided
by the consultant. Since agile project management is spreading across the
enterprise and outside of software development, we need situational approaches
instead of prescribing low-level practices.
