Agile Move Model
Method / Change and Organization
Agile Move Model
Lara Boffa , Project Manager
A high-level model providing a structured starting-point for organisations considering the full adoption of Agile software development practices.
Assess organisational status
The first step would be to investigate and look into the meaning of what Agile really means. Following this, the current status of the organisation in relation to it’s level of agility should be assessed. Benchmarking may be carried out on functional level, as it allows for similar methodologies used within the ICT industry to be compared and evaluated. Organisations may compare internal processes with organisational performance in order to determine how well, or otherwise, the organisation is performing in relation to similar companies. This exercise may be conducted both before and after transitioning to Agile. Organisational effectiveness should also be analyzed.
Re-visit organisational goals
Once the organisation’s level of agility is determined, organisational goals are to be re-visited and internal policies should be aligned. This implies that any processes and procedures employed by an organisation are to be aligned prior to adopting Agile, and in turn Agile processes need to be aligned with these.
Calculate risk and take decision
Indeed, the decision as whether an organisation should transition to Agile or not can prove to be a daunting one for decision-makers, taking into consideration that not all kinds of risk can be identified and quantified. Hence potential risks are to be identified. Plausibility Theory may aid in determining whether a risk is worth taking up.
Draw-up action plan
An action plan for implementing Agile is to be drawn up. The action plan should contain a feasible Change Management process and all the resources required for a successful transition should be readily available. Training is one aspect which should not be underestimated, it may prove to time consuming and costly though indispensible when carrying out Business Process Reengineering (BPR).
Implement, monitor and evaluate improvements
As Agile practices are being implemented, improvements should be managed and monitored. Total Quality Management (TQM) include factors such as adopting new philosophies, searching for ways to constantly improve quality, carrying out training activities, encouraging professional self-development and team work amongst others - all of which are promoted in the Agile SDLC. Management by Objective (MBO) methods describe situations where objectives are defined for each employee and their performance is mapped to the goals achieved by the organisation. MBO principles are very similar to Agile practices; specific goals are set for each member, decision making is participative and feedback is encouraged
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