Agile is not a framework or a method. It’s a mindset built up around 4 core values and 12 principles. The agile values and principles are valid within any business domain and allow to “be Agile”. Deep understanding of agile values and principles simplifies “doing Agile”, means effective use and mastering of agile practices e.g. Scrum, Kanban or SAFe.
First step to develop the agile mindset, it is essential to understand the agile 4 core values defined in the Agile Manifesto. The values are universal and applicable in any business domain where it has been decided to be agile in portfolio, programs and projects.
Value 1: Individuals and Interactions
Hire the best people with desirable mindset and attitude. Then processes and tools will be in good hands.
Value 2: Working Software
Keep the Client in the center of all the activities that you do and provide value to the Client soon and often. Use this opportunity to receive feedback and enhance the product during next shipment or release.
Value 3: Client Collaboration
Maintain honest and clear communication with the Client using the variety of communication channels to be sure that the product development or delivery is on track and to be sure that all relevant and up to date features and requirements are considered.
Value 4: Response to Change
The only constant is change, means that strategy, portfolio, roadmaps, programs, and projects’ plans need to be revised and updated at least on quarterly basis, sometimes even monthly. The reason is that markets, requirements, and goals constantly change and to be agile, Organizations need to be flexible to assess and update them efficiently as needed for continues growth.
The natural way of agile mindset development after understanding the 4 core agile values is to deeply investigate the 12 agile principles and then to apply them in the business domain and dedicated context. The principles are in fact are more detailed representation of the agile values.
An Agile Way of Working (WoW) refers to “doing agile”. This is the last step of agile transformation journey that is being described in the next paragraph. Doing agile refers to Practices, understood as the unlimited set of methods e.g. Scrum, Kanban, SaFe, that each can be used as a good fit to the particular portfolio, program or project depends on its specific context.
The Agile Transformation is the process of transforming an organization’s culture and mindset including leaders and employees to identify with the Agile four core values and twelve agile principles. Agile Transformation is a journey resulted in fundamental change in the people mindset and consequently daily way of working. The Agile Transformation means “being agile”, whereas Agile Adoption means “doing agile” as the last step of the journey.
The Agile Adoption is a change of practices and use the ones consistent with the Agile values and principles. It can be understood as moving from one approach such as waterfall to an Agile way of working. It might also refer to implementing Kanban, Scrum, SAFe or one of the other agile practices.
Highly successful Agile Transformations will result in significant improvements across multiple objectives [2]:
Brickendon provides P3O (Portfolio, Programme and Projects Offices) services, from high-priority short-term projects up to large scale waterfall and agile transformation programmes to address business strategic goals and regulatory and compliance regulations.
We have managed and have created governance for global large-scale portfolio involving multiple programs related to strategic transformation of the Organisation. We have participated in the Central PMO Team activities, co-creates management approach for the portfolio, providing program and project management related guidance based on hybrid waterfall and agile approach, as well as international standards tailored to meet global strategic objectives. We ensure that outcomes and benefits are demonstratable, sustainable, and transferable in the Organisation on the global scale.
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Bibliography
[2] 2021: McKinsey & Company Survey: The impact of agility: How to shape your organization to compete | McKinsey