How Disciplined Agile Attends to 5 Critical Aspects of an Agile Transformation

From the Manifesting Business Agility Blog
This blog concerns itself with organizations moving to business agility—the quick realization of value predictably and sustainably, and with high quality. It includes all aspects of this—from the business stakeholders through ops and support. Topics will be far-reaching but will mostly discuss FLEX, Flow, Lean-Thinking, Lean-Management, Theory of Constraints, Systems Thinking, Test-First and Agile.

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Five critical aspects of an Agile transformation are:

  1. Understand your challenges
  2. Decide where to start
  3. Understanding the nature of the work
  4. How organizations can improve
  5. Having a clear direction for improvement

Different frameworks take different approaches to each of these. Scrum, for example, says:

  1. Do Scrum to discover your impediments
  2. Start with the immutable roles, rules, artifacts and events of Scrum
  3. The best approach is empiricism – guide your work primarily from feedback and not an underlying model (theory) of what’s happening
  4. People on the team will figure out how to improve
  5. Build tested code that satisfies customers on a frequent basis

DA suggests:

  1. Use the theories of Flow and Lean to understand where you are before starting
  2. Choose a way of working to start solving these challenges
  3. Delve deeper into the theories of Flow and Lean so they can understand the root causes of these challenges
  4. Help organizations improve by presenting options as needed
  5. Increase the quality and innovation of teams to provide greater value quickly to their customers.

By basing itself on the scientific method DA also applies these to itself to be continuously improving. 

Posted on: November 15, 2019 08:52 AM | Permalink

Comments (4)

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Dear Al
Interesting is your reflection on the two approaches to the 5 Critical Aspects of an Agile Transformation
Thanks for sharing

I was curious when you said "on the scientific method DA"

I mean the normal definition of the scientific method. One creates a model of understanding by making hypotheses and then trying to disprove them. Disciplined Agile and FLEX both are based on this. We propose our methods as being the most effective way of enhancing our work methods. We look to evidence to confirm or disprove them. When disproved we have to modify the hypothesis. Taking this attitude both avoids dogma and accelerates learning.

Of course, organizational development is not purely logical or able to be decomposed into nice little laws. In these areas we have patterns. Very often we learn there are multiple ways of working. Of the existing frameworks out there DA and FLEX are the only ones I am aware of that take this attitude. Not a coincidence that it was these two that PMI acquired.

Having headed up a couple of transformations projects myself, I would say that changing the mindset is at the top, along with running a dedicated change management program alongside the transformation.

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