
Agilemania
Agilemania, a small group of passionate Lean-Agile-DevOps consultants and trainers, is the most tru... Read more
Agilemania, a small group of passionate Lean-Agile-DevOps consultants and trainers, is the most tru... Read more
In a world governed by "disrupt or be disrupted," organizations need to re-invent themselves and become high-performing and adaptable to thrive. To stay relevant in today's markets, organizations need to build an ability to redirect their priorities and people toward value-creating opportunities quickly. Many larger organizations tend to move slowly and find soon responding to change an insurmountable task, unlike their smaller and more nimble competitors.
The biggest impediment for organizations in their transformation is the bureaucracy based on policy and process barriers inherent to the industrial era organizational structure and management philosophy. Organizations generally start their transformation by piloting Agile frameworks and methods to provide autonomy to developers and product representatives and empower them to make relevant decisions around implementation.
While this does look like a great strategy to experiment with Agile initially, this piecemeal approach leads to sub-component optimization at best.
The Agile methods, which provide alignment, planning, and cadence for small teams, fall painfully short when implementing the same across hundreds of people needed to build very complex products. Organizations must apply Agile values and principles in a large, distributed, or high-compliance environment. They should extend the Agile principles to Agile teams and portfolios, thus providing efficiencies and linking the enterprise's strategy to execution.
Organizations need the knowledge and success patterns critical to bring various departments like business, technology, operations, legal, finance, support, compliance, security, and others to deliver innovative, high-quality products faster than the competition continually. Organizations should integrate Agile-adjacent principles such as Lean and DevOps to support a continuously evolving system aligned to customer needs and the rapid changes in the technology and market landscapes.
In a nutshell, an organization should take a systemic approach that enables the business to deliver innovative products and stay ahead of the competition. Scaled Agile Framework ® (SAFe®) has emerged as the answer for the organizations' quest to succeed in business agility.
SAFe, the world's leading framework that integrates the power of Lean, Agile, and DevOps into a comprehensive operating system, helps enterprises thrive by delivering innovative products and services faster, more predictably, and with higher quality. SAFe supports the full spectrum of solutions, from those requiring a small number of teams to those complex systems that require hundreds of people to build & deliver.
Discover how we tackle the digital transformation challenges holding your business back. Our expert guidance empowers you to navigate the complexities and propel your business forward in the digital age.
Contact Us Today!Lack of knowledge and experience with Agile Methods: As per the 15th State of Agile Report, 42% of the respondents reported that one of the Agile adoption challenges was a lack of skills and experience with Agile methods. Organizations that don’t have agile training attempt agile transformation and fail miserably.
Trying to replicate other Agile transformations: The corporate world has many Agile success stories. This influences many organizations to use that as a textbook case study to implement all the best practices followed. This leads to absolute failure. It’s either this or an Agile Coach who suggests changes or implementation of Agile practices from their coaching experience.
Hiring the wrong people: Agile transformations are driven by people. Not investing time and money in hiring the right people will make agile transformation a distant reality. Do you know the one mistake that organizations commit when hiring? Take a wild guess! It’s hiring only the star performers. What? How is it a mistake? Star performers are always the most sought-after members of the team. The go-to person for any problem or issue is always a star performer. They end up solving others’ concerns, and they end up not completing their individual tasks. Overburdened with tasks, they either suffer burnout or fail miserably.
Irregular communication and coordination: The Agile transformation falls flat only because of one drawback. Inconsistent communication and coordination between teams in larger organizations lead to botched agile transformation. One of the main values of Agile is ‘Individual and Interactions over tools and processes.’ But, there impedes because communication between distributed agile teams is irregular. Agile is based on short sprints; if communication is missing, then agile transformation will be a colossal disaster.
Team opposed to Agile values: What would be the outcome if the team members are not on the same page when it comes to implementing Agile? The unwillingness of the team to follow Agile values arises when they want to be recognized by functions. There’s a conflict when a team member feels their authority is being undermined.
Improper training: 35% of the respondents in the 15th State of Agile Report cited ‘Insufficient training and education’ to be one of the challenges in adopting Agile. Improper training means either of three things such as nobody received training, not everybody who required training received it, or the training was lackluster. There should be no compromise on the quality of agile training. Saving a few bucks might lead to a loss in billions.
Misguided belief about Agile transformations: Most organizations believe that Agile transformations happen overnight. In reality, it takes anywhere between 1 to 3 years. The initial benefits may appear, but the overhaul that takes several years is not instantaneous.
Extrinsic pressure to follow the waterfall approach: 35% of the respondents reported pervasiveness to traditional development methods. In many organizations, Agile teams and waterfall teams would be working under a common head, but the unwillingness to coexist makes it difficult. The leadership personnel must be educated that the pros of Agile outweigh those of Waterfall.
Confining Agile to Pilots: While starting small is good, many organizations wait for the pilot project to succeed. Pilot projects are small, and they won’t be able to replicate the same success as a larger agile transformation can. Taking baby steps to start a pilot project is good, but limiting it isn’t. Applying agile values and practices throughout the organization will give you tangible results.
Let us guide you through the obstacles and lead your business to success in the ever-evolving digital landscape.
Contact us Today!Agile transformation is puffery: Agile transformation is real and has been proven through research studies. The results and practices have been drafted into books and guides to help organizations transform.
Agile transformation works only for IT and Product Development: Agile transformation starts from a company-wide perspective. It does offer better results for some functions. Apply agile values to the parts which can benefit the most.
Agile transformation is for everyone: Only after an extensive analysis should one decide to go for an agile transformation. Identify the problem areas, review relevant SAFe metrics, and decide if agility is the right solution. It should offer a solution rather than complicate things further.
Agile transformation is uniform throughout the organization: Agile transformation works differently across functions. Drafting a blueprint and identifying value streams and how they prove beneficial is the way ahead for transformation.
Agile transformation is nothing, but Scrum applied at scale: Agile transformation and Scrum aren’t the same things. It advocates team coordination and flexible changes in plans.
Agile transformations are possible through more Agile teams and pilots: Agile transformations involve more than just pilot projects and teams. There’s a lot of restructuring involved, such as core processes, building new capabilities, and leadership mindsets.
Agile transformation is anarchic as it comes at the cost of reliability and predictability: Agile transformation includes stability and dynamism. Scaling agile transformation is only possible when the cornerstone is sturdy in a volatile business organization.
Agile transformation is only about productivity: Speed and adaptability are the real benefits of agile transformation. While supersonic speed, versatility, and enhanced employee engagement increase output, the main role of agile is to cement a place of strength.
A massive agile transformation is risky: A massive agile transformation's pros and cons depending on the situation. Complicated environments with rigid structures require changes in increments, while big top-down involves resetting the organization to manage agile and non-agile functions.
Agile transformations are possible in 6 months: Agile transformations are not possible overnight. Read as 6 months. They could either take 1 or 3 years. The merits appear quickly where there are agile bases and pilots. Full-scale agile transformation takes several years and needs the application of evolving agile practices
Agilemania, a small group of passionate Lean-Agile-DevOps consultants and trainers, is the most trusted brand for digital transformations in South and South-East Asia.
WhatsApp UsThe PSPO Advanced training was highly engaging and really changed how I look at product ownership. It broke the static v...
It was great learning with Piyush Rahate. He helped us with building the actual concept of Scrum, whereas I was already ...
Excellent training by Mr. Sumit Madan– clear, practical, and highly valuable for real-world application
100% recommend their classes for certification exams. Preeth Pandalay is a great mentor, taught all the key concepts one...
I recently attended the ICP-ACC certification class conducted by Agilemania, facilitated by Jerry, and it was an excelle...
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For a detailed enquiry, please write to us at connect@agilemania.com
We will get back to you soon!
For a detailed enquiry, please write to us at connect@agilemania.com