The promise of Agile is speed to market for delivering incremental value to the customer, but why is the adoption of Agile in organizations so difficult and slow? As addressed in my recent blog post, “Are you Using, Doing, or Being Agile?” Agile adoption takes more than just checking boxes, but rather is a complex, multi-phase journey. And any unfamiliar journey requires the navigator to know the destination. Have you tried using GPS without entering an address? Understanding where you are headed is a key component of any successful endeavor. (more…)Read More
An Agile transformation is a journey. A journey has many ups and downs, and an Agile journey is no different. Another way of thinking about this is how a company can reach Agile maturity. Just like playing an instrument or participating in a sport, practice makes perfect. However, that is not the full story.Read More
Rhode Island-based Amica Insurance provides auto, home and life insurance nationwide and employs more than 3,800 people in 44 offices across the U.S.
Amica was looking to upgrade its web and mobile applications. To reach its goal, the IT team established a digital program and decided to pilot an Agile SDLC framework for rapid and iterative delivery of customer value.
The Agile implementation worked for Amica because the organization from top to bottom accepted a bit of discomfort in the short-term to give the change effort a chance. Management agreed to support decisions made on the front line. Product owners, SMEs, and developers were game to try new approaches and grew professionally. In return, they achieved a level of productivity and speed they had not seen before. Here’s how we helped.Read More
Your company is moving to Agile from waterfall, and you want to ensure a smooth transformation that keeps projects healthy. As a scrum master working to transform a traditional waterfall SDLC process into an Agile one, I have learned a few pointers when navigating this transformation. An important concept to keep in mind during this transformation is empowerment.
One of Agile’s core tenets is the value of “individuals and interactions” over “processes and tools”. The idea is to foster a high-velocity decision making process, which hinges on open and honest communication in a co-located environment. However, implementing this change can be very difficult for team members who have previously worked on waterfall projects. You may find employees reluctant to volunteer for work, or hesitant to take on new challenges. Why is this so?Read More
IT organizations generally pride themselves on their ability to embrace change. Their project execution methodologies are built around an assumed ability to rapidly identify, respond, and adapt to change.
PMOs establish standardized development lifecycles and a comprehensive governance process for change management.
The Agile framework along with its variations and flavors acknowledge change as a fact of life. Rather than seeing change as a nuisance or a risk to be avoided, agile PM and SDLC models offer a specific methodology and tools to be successful in a shifting environment.
Even traditional waterfall approaches acknowledge the need for controlled governance related to change management. Standardized practices such as Lessons Learned, Post-Mortems, Issue Management, Continuous Improvement, or a formal Change Control process all revolve around the basic concepts for dealing with change:
- know your current state or expected scenario
- identify the deviation
- evaluate the impact
- define the future state or new scenario
- make the change
- analyze the results
- repeat as necessary
These methodologies provide valuable, step-by-step instructions to practitioners.
But simply following the steps or implementing specific processes does not ensure buy-in throughout the organization. Beyond the methodology and processes, there are less tangible aspects which need to be addressed to produce the desired results.
Dissent is natural. Universal, undisputed acceptance is unlikely. Therefore, don’t expect everyone to just fall in line and be their usual, enthusiastic, productive selves in this new reality. There will surely be a few who push back on the change and are vocal about it.
But it’s a mistake to equate this resistance to not being “a team player.” Getting naysayers on your side will allow you to harness their outspokenness, channel their energy, and create a collaborative environment which will ultimately benefit the endeavour.
Fast buy-in for any endeavor, but especially for technology projects, depends on winning the hearts and minds of those most impacted by the change.Read More
IT executives, IT managers and other techies: I am coming at you!
It’s time to embrace the concept of failing fast. (If you already have, how is it working for you? Please feel free to comment below and share your lessons learned.)
This doesn’t come naturally to a lot of people. We in the IT industry have baggage. So let’s process that baggage together.Read More
Bureaucratic, static IT governance models of the past no longer work in organizations where the IT function is to enable business innovation and customer engagement. For IT governance models to be effective in today’s evolving marketplace, they must be more closely linked with business governance.
What concrete benefits and tangible value are you receiving today from your IT governance processes?Read More
Ever since the Manifesto for Agile Software Development was introduced back in 2001, organizations have questioned whether the newer alternative methodologies would be a good fit for their business.
Meanwhile, as Agile’s popularity grows, there is increasing pressure on IT departments to adopt the approach.
While the benefits of Agile can be compelling, those benefits are contingent on a specific set of pre-existing organizational characteristics. The presence or absence of those characteristics will determine whether the Agile approach will result in success or failure.Read More