Agile Transformation

Overview

This category contains topics associated with how to do a successful Agile transformation at an enterprise level.  Successfully implementing Agile at an enterprise level in many cases cannot be done without some level of Agile transformation in the organization.

This can be a gut-wrenching change for many organizations that might involve:

  • Breaking down barriers in the organization that might inhibit a collaborative partnership between the business users and the development team
  • Aligning the Agile development approach with the company’s business
  • Adopting a more dynamic and flexible planning approach to be more consistent with an Agile development process
  • Potentially changing the way some organizational functions are implemented such as a PMO
  • Cultural changes to support a spirit of collaboration if necessary as well as whatever level of change management might be needed to implement those changes

Why Is An Agile Transformation Difficult?

Successful implementation of Agile at an enterprise level may require a significant enterprise-level Agile transformation.

The problem is that large companies typically have some kind of management infrastructure such as a PMO  for managing projects. They also typically have some kind of project portfolio management approach to align projects with the company’s business strategy. And, in many cases, their existing management infrastructure probably isn’t totally compatible with an Agile development approach.  The choices are:

  1. Dismantle the existing management infrastructure and simply implement Agile at a development team level with no guiding management infrastructure.  That typically results in problems  such as projects going out of control and not being well-aligned with the company’s business strategy
  2. Implement a new top-to-bottom Agile management approach such as the Scaled Agile Framework.  This is a good solution but requires a major redefinition of the company’s management infrastructure. And, some companies are just not ready to make that kind of gut-wrenching change.
  3. Implement a “bridge” between the existing management infrastructure and the Agile development approach. This might involve using a hybrid management approach overlaid on top of the Agile development process.

Related Articles

Please check the articles associated with this category for more detail:

Business Process Reengineering and Agile Transformation

I recently wrote an article on a “Business-centric Approach to Agile“. Have you ever thought about how similar Business Process Reengineering and Agile Transformation are? The similarities are amazing but I suspect that many people don’t think of any relationship between BPR and Agile. What Is Business Process Reengineering? Business Process Reengineering (BPR) was very …

Business Process Reengineering and Agile Transformation Read More »

Agile and Corporate Culture – How Do You Make it Work?

Agile and Corporate Culture It’s important to understand the relationship of Agile and corporate culture. Adapting an Agile development process to a corporate culture can be a very difficult thing to do. Especially if it involves changing a well-established corporate culture If you ignore this problem and implement an Agile development process without attempting to …

Agile and Corporate Culture – How Do You Make it Work? Read More »