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 Agile transformation Implementation  Agile transformation Implementation   The Projectivity Index   The Projectivity Index

Successful organisational activity depends upon successful economic activity to steer and manage scarce assets towards successful results. Gradually, this enduring challenge becomes a virtual Mission Impossible activity as increasing demands meet decreasing supply in increasingly complex environments with decreasingly fewer options to deliver. This is precisely why agile delivery is the most suitable way to accomplish this elusive objective.

Agile delivery approaches directly support and promote the three elements of successful economic activity:
  1. Concentrate on high value outcomes,
  2. Concentrate on resources available,
  3. Concentrate on change and adaptability.

The high value outcomes we desire are derived using the scarce resources we control using Agile delivery versatility in our projects. Our projects are important to our organisation. They deliver outcomes that we demand. These outcomes are delivered to provide maximum payback for minimum outlay. To do this we achieve what we call: Projectivity. This is the optimum target for a truly agile organisation. It represents that point when an organisation is operating the whole project delivery mechanism in the most efficient way. This is represented over time by recording RAG status for all your projects. We refer to the detail of this elsewhere in the Toolkit. It involves identifying the start point of your organisations agile transformation. It involves establishing metrics for this starting point and painstakingly recording them as the transformation progresses.



Here is an example of a RAG status history. It demonstrates and evidences a successful Agile Transformation. You can see, in this example, that across ten months the number of projects has increased. This means the organisation is delivering more output and more outcomes. You will also see that, as the number of Red and Amber status projects are reduced, the Green statuses increase. This represents a more successful delivery environment and that the agile model for these projects is working not just for the project but also for the whole project delivery activity across the organisation.



These are a powerful graphics to demonstrate your organisation is both more successful at delivering projects and more efficient, delivering an extra 45 projects in this example. You will notice that this client uses the term Cancelled instead of Disengaged for those halted projects which have their resources removed. It is terminology that the client prefers and was one of the changes made during their localisation of the Toolkit.



We demonstrate the successful agile transformation by using RAG Status History and by comparing this with resources models and metrics for the projects inside an organisation. To achieve this successful agile transformation involves many successful project deliveries. We demonstrate the successful deliveries using the Burn Down chart. We will explain this deliverable elsewhere but we deliver these projects successfully by professionally using the following crucial agile techniques:
  1. Facilitated meetings to ensure productive deliverables are targeted by truly focussed attendees in a collaborative decision making process that is time fixed.
  2. Appropriate project participants so that the right people are present to make the right decisions at the right time and available throughout the project.
  3. Empowered participants so that decisions can be made with haste without lengthy recourse to other managers and without any delay or waste.
  4. Agile estimating to derive a more representative evaluation of the finances required so that accurate financial demands and optimal fiscal performance are achieved.
  5. Fixed timeboxes with fixed deliverables with agreed estimates that are apparent and evident visually to all in the project location.
  6. Focussed and motivated project personnel who concentrate on project activities and avoid non project distractions.
  7. The Daily Forum attendees listen to, assess and review the daily workload that other participants on the project are conducting and assess its relevant priority.
  8. The Daily Forum attendees to assess and review the deliverables that participants on the project are working on and assess and adjust them based on relevant priority.
  9. The Daily Forum attendees to assess and review the likely impact of changes or error and adjust the work accordingly communicating this immediately back to the group.
  10. The Daily Forum to minimise unnecessary searches for answers and incorrect, inefficient or disruptive communications, Chinese Whispers and the like.
  11. Collaborating with stakeholders, determining and confirming their readiness as well as keeping them to their project Commitments.
  12. Coaching the team when necessary and leading them in a light touch managerial manner towards fit for purpose deliverables and away from Rolls Royce solutions.
  13. Do you feel comfortable with the number 13 in a list? No neither do we. (See: Note below)
  14. Managing the team within time fixed sections and reminding them of the ethos and principles of agile delivery.
  15. Performing Risk management rather than just reporting and ignoring risks.
  16. Selecting and building Optimum Agile Teams with pertinent skills and capabilities.
  17. Producing and maintaining simple plans that can be easily and simply changed.
  18. Removing waste and optimising the end to end process.
  19. Overcoming barriers to Agile and avoiding Agile Transformation failure.
  20. Ignoring the agile myths and misconceptions and using the Toolkit.
By using the Toolkit our organisation delivers outcomes with the highest possible return we can achieve using the expenditure expended. You can of course view and share the extent of your projects Projectivity by printing out a copy of the latest Burn Down chart. This denotes the ideal Burn Down for your project and shows what the project has achieved as well as what is left to do. At the Daily Forum your project manager or PMO has been mapping the deliverables produced against the chart and the evident success is there for all to see.

This is the Projectivity for your project, for one specific project. Ultimately, when the projects across your organisation all deliver in a high performance manner without waste and without failed investment, there will be the opportunity to establish a new and challenging proposition for your organisation. This will be a Projectivity index. Let us look at this topic now.

NOTE:
Bear in mind that there is no 13 on the capsules of the London Eye, on the Avenues of San Francisco, on the seats of a Lufthansa aircraft or on the floors of the tower at one canada square in Canary Wharf, London. 13 is basically and triskaidekaphobically not good. #Superstitions.

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