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Topics: Agile, IT Project Management, Scrum
Is Agile a Process Improvement practice?
Network:784



Can Process Improvement and Business Transformation knowledge be applied to Agile Transformations?
Is Agile fundamentally different than other process improvement practices?
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Stelian -

A big real difference is that the emphasis is on changing behavior and not changing processes & tools alone. Kaizens and DMAIC projects tend to focus on removing the human potential for variation and waste whereas influencing how people behave is a core focus of agile transformation.

Kiron
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1 reply by Stelian ROMAN
Jan 29, 2019 5:03 PM
Stelian ROMAN
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Thanks Kiron, although I disagree that 'Kaizens and DMAIC projects tend to focus on removing the human potential for variation'. Lean Six Sigma targets variation, not necessarily the one introduced by humans. the concept of Agile was defined in manufacturing few decades before the Manifesto for Agile Software. The goal was to adapt fast processes and tools to market changes. That's when a lot was done in regards to Business Transformation.
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To a certain degree yes, as the practise is very much driven by constant learning cycles. A key result from retrospectives is the improvement of team processes, however it is not a re-engineering practise in itself.
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1 reply by Stelian ROMAN
Jan 29, 2019 5:04 PM
Stelian ROMAN
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Thanks Peter. I also see Agile as a subset of a Enterprise Transformation. Some areas don't need to be Agile.
Network:752



Agile transformation is broader that process improvement practices because it includes also potential rework of organizational structure, cultural mindset and strategic management. Agile transformation is organizational transformation not just process improvement.
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1 reply by Stelian ROMAN
Jan 29, 2019 5:08 PM
Stelian ROMAN
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Thank you Lenka although I believe that a Business Transformation is (much) broader than implementing Agile.
I have to say that I was deliberately misleading. In my view any transformation must be a process improvement initiative. One of the weak aspects of Agile transformations is the lack of vision and metrics, fundamental aspects for process improvement. "We want to be Agile because everyone else (pretends to) moves to Agile is a very bad argument.
Network:784



Jan 29, 2019 8:43 AM
Replying to Kiron Bondale
...
Stelian -

A big real difference is that the emphasis is on changing behavior and not changing processes & tools alone. Kaizens and DMAIC projects tend to focus on removing the human potential for variation and waste whereas influencing how people behave is a core focus of agile transformation.

Kiron
Thanks Kiron, although I disagree that 'Kaizens and DMAIC projects tend to focus on removing the human potential for variation'. Lean Six Sigma targets variation, not necessarily the one introduced by humans. the concept of Agile was defined in manufacturing few decades before the Manifesto for Agile Software. The goal was to adapt fast processes and tools to market changes. That's when a lot was done in regards to Business Transformation.
Network:784



Jan 29, 2019 9:34 AM
Replying to Peter Ambrosy
...
To a certain degree yes, as the practise is very much driven by constant learning cycles. A key result from retrospectives is the improvement of team processes, however it is not a re-engineering practise in itself.
Thanks Peter. I also see Agile as a subset of a Enterprise Transformation. Some areas don't need to be Agile.
Network:784



Jan 29, 2019 4:40 PM
Replying to Lenka Pincot
...
Agile transformation is broader that process improvement practices because it includes also potential rework of organizational structure, cultural mindset and strategic management. Agile transformation is organizational transformation not just process improvement.
Thank you Lenka although I believe that a Business Transformation is (much) broader than implementing Agile.
I have to say that I was deliberately misleading. In my view any transformation must be a process improvement initiative. One of the weak aspects of Agile transformations is the lack of vision and metrics, fundamental aspects for process improvement. "We want to be Agile because everyone else (pretends to) moves to Agile is a very bad argument.

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