Taha SajidICT Expert and Quality Project Manager| HuaweiRiyadh, Saudi Arabia
Changing the organization's mindset from traditional and predictive to Agile one is not only a challenge but also it can be a game changer to a lot more success, how to make it happen? what challenges are expected and what to do about existing PMO support groups Saving Changes...
First resistance to change or adapt, and second convincing & bring stakeholders to common understanding are major challenges. How to overcome it? Start with small iterations, engage stakeholders more often, educate and show the benefit of being agile. Saving Changes...
Changing mindset is a deeply personal change which will generate many fears, uncertainties and doubts. Two ways to overcome it are leadership teams which model the right mindset and which hold everyone (including themselves) accountable to the new way of behaving coupled with ongoing coaching and support for executives, mid-level managers and front-line staff.
Kiron
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1 reply by Taha Sajid
Sep 22, 2018 4:58 AM
Taha Sajid
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Hi Kiron, can you explain a bit more, is there any practical reference that you can give or you have seen companies to get this transformation, thanks.
Saving Changes...
Taha SajidICT Expert and Quality Project Manager| HuaweiRiyadh, Saudi Arabia
Sep 22, 2018 4:55 AM
Replying to Kiron Bondale
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Changing mindset is a deeply personal change which will generate many fears, uncertainties and doubts. Two ways to overcome it are leadership teams which model the right mindset and which hold everyone (including themselves) accountable to the new way of behaving coupled with ongoing coaching and support for executives, mid-level managers and front-line staff.
Kiron
Hi Kiron, can you explain a bit more, is there any practical reference that you can give or you have seen companies to get this transformation, thanks. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Just to add some information I was in charge of leading transformations thru Agile from 1995 up to date. I am writting this just to comment that what I will write is not "by the book" only. The fitst thing to understand is Agile can be applied on predictive life cycle models. We are doing that in my actual work place. Why? Because Agile was created as an alternative of Lean and it is a "way of thinking and behave with focus on client, value and quality". Agile is totally independent of the life cycle model (predictive or adaptative) or the life cycle process (waterfall, iterative, incremental, etc) you will use. Second, you have to consider the organization as a whole. To use or not to use Agile is a matter to understand the organization from the systemic theory and to understand that you will use Agile as a mean to solve a business problem which is the basement is a need to gain into agility (agility is "Be able respond to a wide variety of unexpected external surprises and
create external surprises.Being agile will assist businesses who face unpredictable circumstances."). So, it is a matter to transform the organization as a whole. Below I am posting the links to an article that PMI published into PM Network to explain what agile really is and to an article that the PMI and others have published as "best practices"to explain the way to decide about to implement a solution (in your case Agile as a solution) to take into account all you need to transform.Hope it helps you.
http://www.pmnetwork-digital.com/pmnetwork/april_2016?pg=73#pg73 https://www.slideshare.net/contesl/best-pr...tecture-article Saving Changes...
Oh where do I start lol. One area that is consistently an issue is resistance from middle-management, to both the Agile delivery teams and senior management who endorsed the strategic change (transformation). The solution invariably involves some training/education, placing middle-management among the trenches, screening and vetting the "true believers" over time, and unfortunately (or fortunately, depending on how you look at it), getting rid of some managers. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
^ Right, where to start. Transformations can be significantly under gauged and the long-term journey that it is with the necessary continued all-around support. Some challenge areas:
Culture and mindset change
Changing habits/comfort zone - Waterfalling sprints
Safety zones or perceived safety zones - Failure and Retrospectives
Lack of overall understanding of what to expect and what the journey may look like - Vision and achievable goals
Steep drop off of knowledge management - Central store/Documented decisions/design
Adaptation - Realize when something is not working and pivot from decisions Saving Changes...
Anonymous
So are you saying it is either, tradition or agile?
Do you understand that one size fits all, DOES NOT work?
Do you understand that there is agile development NOT agile project management unless you are only managing a phase? Saving Changes...
Some challenges can be found when transform from TD PM to Agile PM like (resistance of change ,absence vision and mission, absence of management support and e.t.c).
To overcome to such challenges we need apply the following:
( 4 manifesto values and 12 principles).
All the following power characteristics are the symphony of Agile:
(Leadership, collaboration,self organize,coaching,training and facilitating by improving thinking,empowering and responding to change).
Becuz of the increasing of Agile projects Vs. traditional PM ( they estimated that the increasing is 8 times of traditional pm in the last 3 years), PMI started to introduce the practitioner guide of Agile in their last version of PMBOK 6th ed.)
BR.
Mansour Saving Changes...
Anonymous
Remember this - give it to 2 years to hear the screams or until PMI decides on a new certification Saving Changes...
