Determining the agile transformation strategy that is suitable for the organization is a prior condition for healthy progress of transformation and to make the organization agile in real terms. The strategy is based on the expectations of the Agile transformation. Executives that have the authority to make strategic decisions should develop a common understanding for expectations of the Agile transformation. Instead of an approach that is unable to exceed pilot trials or makes do with defined rituals, an understanding that treats agility as a strategic priority underlies the agility.
Ignoring the organizational culture and change management at the stage of determining the Agile transformation strategy will result in a structure that is mechanized far below its potential when creating value. Agile is not a project management method, Agile transformation requires an alteration in the basic management manner; the structure, culture and processes of the organization should be reviewed at the stage of determining the transformation strategy, and a road map should be created according to the transformation goal and expectations.
Preparation Phase of Pilot Teams
Agile trainings are given, the transformation strategy and the roadmap are transferred to the team, the question marks of the team are removed, the logistic needs of the team such as board are met with the seating arrangement, team-building practices such as teamwork agreement, skills matrix, etc. are made, working on the worklist of the team begins, care is taken to work in a harmony with the organizational strategy and with a value-oriented approach.
Transparency, observation and measurement are the basic principles of pilot progress. By providing coaching services close to the pilot teams, their progress and development points are reported regularly. Pilot teams coaching service is provided for product development, value-driven approach and strategic alignment in an experimental environment.
Closure of Pilot Process and Reporting
The challenges and development points encountered during the pilot progression period are reported in detail, during this process, the organizational model can be reviewed and the roadmap of the transformation is reviewed in the light of the lessons learned from the pilot. The decision to disseminate in pilot advancements where the necessary measurement can together with the managers of the organization.
Main services we provide within the scope of Agile transformation management
Organizational assessment is grouped under 4 main topics: Managerial Vision, Organizational Structure, Processes and Tools, Organizational Culture. The assessments made under these main topics are published as a detailed report. The organizational assessment report also includes the existing agility levels of the organizations and the desired agility level.
Organizational culture is evaluated in 6 different dimensions: Dominant Characteristics, Organizational Leadership, Employee Management, Dependencies, Strategic Emphasis and Success Criteria.
The size of the organization, its tendency to Agile approach, the ability to manage change, the management's thoughts and expectations regarding Agile, the purpose of Agile transformation and the points it affected within the organization are the topics reported within this service of us.
Transformation approaches and the transformation itself should provide clear benefits for employees. Transformation must be transparent. Any transformation attempt that is not transparent or any information that is not shared will cause a reaction. Therefore, the transformation roadmap, employee benefits, methods to be followed and the goal of the transformation should be shared with the employees transparently.
While Agile trainings can vary according to the Agile transformation necessities of the organization, it is one of the essentials of Agile transformation.
One of the most important features of the Agile approach is that it attaches importance to the output, ie. the value created. Portfolio management has a critical importance to ensure that the work that will create the most value are handled with priority in line with the organizational goals and to realize the correct work with the correct resources and methods. Since productivity cannot be measured with speed or a product only, portfolio management aims to implement the right product at the right time with the right methods, and aims to measure the value of the works, determine their priorities and follow them.
Agile teams have their own dynamics and variables. Each team has different priorities of retrospective assessment, improvement and development points. We examine the teams and guide them to gain awareness that they can identify obstacles to their development by self-organizing.
For a value-oriented structure, it has critical importance to prioritize the worklist of the teams following the organizational strategies. Effective backlog management, product development approach in an experimental environment, MVP, product development based on measurement and adaptation are included in this service of us.
Since agile transformation triggers a cultural change in organizations, implementing a change-friendly and value-oriented culture requires a patient work. Internal Agile Coaches will undertake a significant role in order to be the pioneers of this cultural transformation.