Growing agility

Was it a writer’s block or what? I don’t know but I haven’t been that active on the blogging front for a while. Good thing is that Henri has been active with sharing his thoughts on interesting topics. Check more from the links below.

Some topics I’ve been reflecting on have been the effects of agile transformation on individuals working in different roles. As an example, it is obvious that agile offers software developers a great deal of freedom and opportunity for growth. But those do not come for free, the transparency of performance, continuous improvement and expectations on self drive are something that require huge effort from persons that are coming from non-agile organization where this kind of things were hidden under the command and control structures. My hats off to all the developers i’ve had the pleasure of working with during the past years, they have been doing one hell of a job also on this field.

Also managers get their fair share of this transformation since they need to change from managers to leaders. Every manager in an agile organization needs to be very well “on the map” when it comes to agile and lean. How else can you lead and support your organization  on the journey? It’s not only the developers and the development community that are effected by the transformation, implementing scrum to dev teams does not make an agile organization. This can also be seen from the topics Henri has covered lately.

So how do these things connect to my topic “growing agility”? Well I think it’s good to understand that when starting or undergoing an agile transformation you need to have good leaders with a clear vision of what you want to achieve and you need to have passionate community to back up those leaders. As the transformation progresses the gravity will try to kick in and you need to have the passion to overcome the gravity and continue on your path. If you let the gravity overwhelm your org you might get an inefficient pseudo-agility that actually needs a strong command and control structure on top and development community still works in an old-fashioned sort of waterfall way. This way the actual potential offered by agile practices and lean principles may be missed completely.

IMO one of the books that really offers great insight to enterprise agility is Alan Shalloway’s book ” Lean-Agile software development”. Only problem with that book is that it might require BTDT (“been there done that”) to fully open up. By this I mean that, at least in my case, this book fully  opened up once I got more experienced with agile and lean in large-scale. Before gaining experience it felt almost as any other book about the same topics  but once things started to become reality the deep knowledge offered by this book really made an impression.

For dessert we’re today serving some interesting material from one from a study on agile.

What was the MOST IMPORTANT reason for adopting Agile within your team or organization?

Accelerate Time-to-Market 22%
Enhance Ability to Manage Changing Priorities 21%
Increase Productivity 12%
Enhance Software Quality 10%
Improve Alignment Between IT and Business 9%
Improve Project Visibility 6%
Reduce Risk 6%
Simplify Development Process 4%
Other 3%
Improved/Increased Engineering Discipline 2%
Reduce Cost2%Enhance Software Maintainability/Extensibility 2%
Improved Team Morale 1%

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This entry was posted in Agile Thinking, All, Framework, Leadership. Bookmark the permalink.

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