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Topics: Agile
How to implement AGILE in traditional Retail company?
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How to implement AGILE in the traditional Retail company?
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You cannot simply "implement" AGILE! Very important to understand is, that Agility is at first a mindset and value topic how to get work done in projects embedded in an overall lean approach. You also have to check the maturity status of the organisation to start a transformation journey to strive for more agility in their organization and projects. The word AGILE has been abused and is still been abused as a silver-bullet to make project faster and more effective without thinking about the needed mindset shift within the organisation. There is no one-fits all approach, but you can find very good articles in the Agile part of this website and the recently released PMI Agile Practise Guide provides you with some general guidelines, especially for the transformation to achieve more agility.
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Motivate your team and try shifting methodology toward inspirational working as it is the core of agile. In agile you make people empowered while the simple rhythm is to deliver a project to the client as fast as possible in its working form while avoiding large documentations. Changes are happening on a continuous basis. Normally agile involves client a lot as you provide continuous support and alter product as per client's requirement.
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Uma -

Scratch the surface of agile and you find lean principles which can be applied to any industry or domain.

Principles like:

- Delivering value early and regularly
- Eliminating waste
- Empowering the team
- Frequent engagement with the customer

These are evergreen - the specific "how" (practice) will vary by type of project.

And to echo Peter's feedback, agile starts with mindset & behavior. If that isn't in place, the best practices & tools won't make any difference in the outcomes.

Kiron
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Uma - I am taking he liberty re-phrasing your question, "What does it mean to be agile for a traditional retail company?" Now I am going to steal the principles that Kiron mentioned :-)

- Delivering value early and regularly: Any new product of recent design/release should be available in your stores and you should be able to do this consistently. No customer should walk into your stores, ask for a new item/design and get to know that it is not available. You should be well connected to the manufacturing market and should have a good procurement policy/system in place to be able to do this

- Eliminating waste: Is your store having lot of items or items of high value which are not getting sold in years? How do you track these and how do you ensure that this doesnt happen repeatedly. Can you sell these at half price or something like and dispose them off

- Empowering the team: Does the store manager/sale guys have decision making capabilities reg discounts etc. Do they have the authority to make marketing strategies suitable to their region or is everything driven from corporate headquarters

- Frequent engagement with the customer: Are you getting feedback from customer? Are you conducting promotional events/ seasonal discount sales to stay connected with the customer?

The above points are from a store perspective. If you want agile from an IT perspective it would entirely different
...
1 reply by uma shankar pathak
Sep 13, 2017 7:54 AM
uma shankar pathak
...
Yes, I am talking about IT perspective.
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Sep 13, 2017 7:37 AM
Replying to Ramachandran Swaminathan
...
Uma - I am taking he liberty re-phrasing your question, "What does it mean to be agile for a traditional retail company?" Now I am going to steal the principles that Kiron mentioned :-)

- Delivering value early and regularly: Any new product of recent design/release should be available in your stores and you should be able to do this consistently. No customer should walk into your stores, ask for a new item/design and get to know that it is not available. You should be well connected to the manufacturing market and should have a good procurement policy/system in place to be able to do this

- Eliminating waste: Is your store having lot of items or items of high value which are not getting sold in years? How do you track these and how do you ensure that this doesnt happen repeatedly. Can you sell these at half price or something like and dispose them off

- Empowering the team: Does the store manager/sale guys have decision making capabilities reg discounts etc. Do they have the authority to make marketing strategies suitable to their region or is everything driven from corporate headquarters

- Frequent engagement with the customer: Are you getting feedback from customer? Are you conducting promotional events/ seasonal discount sales to stay connected with the customer?

The above points are from a store perspective. If you want agile from an IT perspective it would entirely different
Yes, I am talking about IT perspective.
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Uma -

Can you provide some more details as to why retail IT would differ from IT in other industries? The pace of delivery to customers/stakeholders might need to change to account for change appetite and the scope of deployment, and you might face some challenges when dealing with legacy applications or systems but those are not unique to retail...

Kiron
...
1 reply by uma shankar pathak
Sep 14, 2017 12:24 AM
uma shankar pathak
...
Hello Kiron,
It is same at some level but people work there are very traditional thinking, They have just started IT in their company.All there talk and important decisions done in mobile phone or email, there is no tracking of tasks. People think to get maximum profit is the ultimate goal.

Changing their mindset is my biggest challenge here.
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First of all, you and your organization have to clear understand what Agile is. Is not a method, is not a process, is not IT or software related only, did not start with the Manifesto.Take a look to USA DoD NSF/Agility Forum defliverables. Second, each thing you introduce into your organization will impact the organization as a whole so it must be an strategical decision and because or that it must be a solution to a business problem. The first thing you have to do is to analyze the impact. Here a link to an article I wrote and it was published by the PMI and the IIBA as "best practice" (hope it helps: https://www.projectmanagement.com/blog-pos...-right-solution
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My thought is: like anything else, try incorporating one thing, say daily stand-up meeting, and make it work for your firm and industry.

Once it's established, pick another technique and do the same thing. Keep adding.
...
1 reply by uma shankar pathak
Sep 14, 2017 12:25 AM
uma shankar pathak
...
Hello Stephane,
Thank you for this great advice, that will help.
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Sep 13, 2017 8:04 AM
Replying to Kiron Bondale
...
Uma -

Can you provide some more details as to why retail IT would differ from IT in other industries? The pace of delivery to customers/stakeholders might need to change to account for change appetite and the scope of deployment, and you might face some challenges when dealing with legacy applications or systems but those are not unique to retail...

Kiron
Hello Kiron,
It is same at some level but people work there are very traditional thinking, They have just started IT in their company.All there talk and important decisions done in mobile phone or email, there is no tracking of tasks. People think to get maximum profit is the ultimate goal.

Changing their mindset is my biggest challenge here.
Network:318



Sep 13, 2017 2:16 PM
Replying to Stéphane Parent
...
My thought is: like anything else, try incorporating one thing, say daily stand-up meeting, and make it work for your firm and industry.

Once it's established, pick another technique and do the same thing. Keep adding.
Hello Stephane,
Thank you for this great advice, that will help.
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