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Let me write about what helped me from close to 30 years to help organization in Agile adoption.
1.Agile is not a mindset neither a method. Is a matter of architecture. That the reason for using the word "transform".
2.Project management something does not exists. What exists is project management which is performed in different environments by using different approaches/method/life cycles.
3.Because is a matter of architecture you have to take into account it first of all. The first step is to understand the organization will use Agile because the need of a solution for an organizational problem. To put this in the framework of PMI, that´s something the business analyst role do. Time ago I wrote an article on the matter which the practical method to be used to decide this type of things, perhaps will help you https://www.projectmanagement.com/blog-pos...-right-solution
A real sense of urgency on the part of the senior leadership team coupled with an appetite to change how value gets delivered at the grass roots/team level is a good starting point.
I've covered a number of the challenges with agile transformations in my on demand webinar here: https://www.projectmanagement.com/videos/4...-in-a-Waterfall
Sergio made good points.
I've become skeptical of the term "Agile Transformation." It makes it sound as if an organization is going to stop their way of working and start something new. It's sold by some consultants as though it were as simple as re-tooling an assembly line, and senior executives think it's just a product that they're buying. Agility isn't something you buy and install, it's something you earn over time.
For starters, an organization is ready to become more agile if:
- the leaders and workers know that they need to respond to change more quickly, or know that they aren't keeping up with their competition
- they're willing to empower their teams and are open to experimentation (some experiments fail, but that's the point)
- their customers are willing to become a part of the development process
- they are willing to set aside time to regularly inspect and adapt
That last one is the key. If the teams regularly inspect their own way of working and are able to try new things in order to improve, then the organization will eventually become agile.
I agree with Wade on his perceptions of the term "Agile Transformation". I forget the publisher, but there is actually a list of most popular executive buzzwords every year. Agile, digital, AI, and many others become very popular among executives networking with each other.
The problem is the executives like to use the words, without understanding the meaning. They want to use the terms with their peers, much more than to do the things that the words describe.
What I observe for when I'm determining the readiness of an organization to really transform, is whether they are willing to actually do the thing described by the buzzword, or whether they want to change the terms to describe something completely different so an exec can say "We're doing agile in my company."
One pitfall is the inability to face the ugly truth. Not everything a company does is done well, but people are often emotionally invested in their way of doing things. They take it personally and may feel attacked or embarrassed if they feel criticized. Culture change needs to be part of agile transformation. I've seen agile transformation fail when culture change is overlooked.
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