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 Agile transformation Capacity Threshold  Agile transformation Capacity Threshold   Unleashing Empowerment   Unleashing Empowerment

Agile transformation is also a plan: for identifying the landscape and the operational activity inside the organisation whilst documenting the areas for enhancement and change to the processes, to project roles, to teams, to the deliverables and to the route through your organisational project delivery process.

We have seen that there are two ways to describe agile transformation but there are also two ways to deliver agile transformation. The two ways to deliver it have identical outputs but demand different plans due to their inherently different approaches. The two different approaches share the same objective, namely to improve people, processes and policy.

The two different approaches are strategically in a one-off big bang fashion or tactically and organically in a gradual and piecemeal fashion.

In practical terms this means that you will deliver either transformation via an organisational programme (strategically) or piece by piece as the piggybacked project uncovers opportunities and required changes (tactically).

Delivering agile transformation by the project supporting the tactical approach involves selecting a candidate project from the project pipeline, delivering this in an agile fashion whilst uncovering and describing interface challenges between your organisational conventions and the revised agile processes. Delivering agile transformation via a strategic approach involves a carefully planned change programme.

This takes the premise that this is a distinct change programme with specific objectives which will operate uniquely and not run inside of or on top of another project.

In this instance agile transformation comes first and is formalised as well as, to some extent, established and embedded within the organisation before the first Pathfinder Projects begin to deliver. However, a tactical approach will deliver the Pathfinder Project first of all whilst the agile transformation delivery will emerge alongside the first and subsequent projects.

There are instances, however, where a client organisation has sought to deliver the tactical as well as the strategic approach by launching two distinct and parallel teams. Team one begins the strategic approach by investigating the organisational landscape and once an operational readiness assessment is complete and satisfactory then team two begins in earnest on the tactical project. The management and avoidance of duplication on this type of project is difficult to achieve however and takes a superbly tuned team to minimise error.

Either approach will demand business backing for agile transformation as well as assessment of the feasibility, costs, benefits, objectives, management and risks. Both these approaches demand that you document experiences and best practices across the organisation as well as the risks, inconsistencies and flashpoints identified during the transformation.

It is a change that involves alteration to peoples project roles. So it is a change that requires some gentle and persuasive assistance to come about. This is a primary change in the way people work. They self organise and self motivate. This is not a natural behavioural change for some and requires training. Any change within an organisation, especially one that demands such fundamental alteration, invariably brings about high visibility and high priority within that organisation. It means the transformation will require frequent inspection from senior management from associated or related teams across the organisation. They will be interested to see what is proposed, planned and what is actually being delivered or changed.

One huge change in agile transformation is the empowerment for project team members.

 Agile transformation Capacity Threshold     Agile transformation Capacity Threshold   Unleashing Empowerment    Unleashing Empowerment

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