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.
This is, of course, a trick title. There is no "best" framework. Consider some organizations that Stephen Denning's Age of Agile mentions as making a successful adoption of Agile: Barclays, Cerner, Menlo Innovations, Riot Games, Salesforce, and Spotify.
Two things they have in common stand out:
They figured out what worked for them
a. focus on the customer
b. how to have self-organizing teams
c. how to have these teams work together in a network
Not adopting a pre-existing framework does not mean that they created their way of working from scratch. Most brought in training to learn how teams can work effectively. The real issue, of course, is changing mindsets and how teams can best work with other teams. Both of these are very specific to the organization involved.
The issues that have to be dealt with - product management, planning, DevOps, etc, - are fairly well known with a slew of solutions for different circumstances. Teams can often create something that works for them by merely picking up existing practices and tying them together.
This is the essence of Disciplined Agile's approach to people choosing their own way of working.
Interesting is your perspective on the topic: "The Best Framework to Use for a Successful Agile Transformation"
Thanks for sharing
Please keep in mind:
"The issues that have to be dealt with - product management, planning, DevOps, etc, - are fairly well known with a slew of solutions for different circumstances. Teams can often create something that works for them by merely picking up existing practices and tying them together "
Hello Al: It is so important that we meet our customers needs and find the best ways to support them during projects. There are many gold standard and best practice ways to do this. They are all tools in our imaginary tool belts - we pick and chose wisely to bring about the best outcomes.
When I saw the title I starting being worried, absolutely agree there are no silver bullets, every case is a different case and must be carefully analyzed, several times we even have to experiment to see what works.
Thanks, Al. Nice trick title there :) I agree we need to remain pragmatic.
Part of the journey is first using what is available to help gain experience and exposure, to learn and understand what works and what doesn't; and why. As we continue to grow, we can better evaluate the landscape and more appropriately match a tool to the need.
I also wonder if they had strong executive engagement to help implement their transition. I would presume that buy in from their leadership team was a major factor as well. It would be interesting to see that perspective from those teams that made the transformation to agile.