Considering the unceasing market competition in the software development industry, engineering organizations tend to regularly assess their approaches to project coordination, which consequently triggers the discovery of new facilitation methods that can enable teams to achieve maximum performance, efficiency, and flexibility. The appearance of Agile frameworks and methods can serve as a perfect example of the internal self-assessment and need-identification process that leads to the formation of practices that are designed not only to solve the existing pain points of specific groups but also to provide teams with a powerful tool that can support its long-term growth and processes enhancement. Global trends confirm that the best software engineering and coordination practices typically demonstrate a high adoption rate even outside of the initial environment, hence it is logical to assume that Agile is not an exception from this rule. Historically, the Agile way of thinking (so-called Agile manifesto) was created as a representation of a specific group's values as related to workplace activities and was based on engineers' prior experience with software development projects. Given that the Agile Manifesto defines a set of recommendations and policies that help software development teams keep a fair balance between technical aspects of the project and client-related endeavours, it potentially brings a number of methodical improvements for the sake of maximum adaptability [1]. Therefore, the cultivation and development of such an Agile-oriented mindset provides teams with a shortcut to enhanced workplace processes with an emphasis on value creation, adaptation, and versatility.