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 Agile Outsourcing Challenges  Agile Outsourcing Challenges   Agile transformation Capacity Threshold   Agile transformation Capacity Threshold

As we described on an earlier page: An agile transformation is the controlled, structured, planned development and implementation of a change that delivers specific organisational and governance objectives by means of a project to translate an organisations project delivery environment and its personnel in a staged approach from an existing operating model to a target operating model (TOM) while introducing appropriate techniques and repeatable processes that support the principles of the Agile Manifesto and that assist the delivery of projects to time, quality and to budget.

Agile transformation is often called enterprise agile transformation or comes under the term organisational transformation to agile. It is the adaptation and conversion of an organisation or part of an organisation to improve its capability to deliver added business value by enhancing the team, management processes and the associated development processes.

The process to achieve this begins with a review. The first step is to conduct an assessment to examine the key operational challenges, confirm the organisations strategic and business plans and (not forgetting the important) capability, identify and verify the regulatory and compliance demands then with that information in hand build a transformation plan.

Explicitly the transformation plan is put in place to guide a process to convert the current operational model into a target operational model via a transformation programme which will establish the most appropriate target business environment to achieve the strategic goals of the organisation. Furthermore it will achieve this whilst overcoming the challenges faced by the organisation and deliver specific agreed key change initiatives identified for migration to the new operational model, using with the current and planned capabilities.



Agile transformation starts when there is a stable and achievable plan to commence gradual identification and conversion of relevant activities. It is underway when the distinct project to transform, or the piggybacked project that carries transformation, is underway. An agile transformation is complete when there is a stable and repeatable method to deliver agile projects successfully within the organisation. But, an agile transformation is always a project.

The latter objective is achieved by investigating the software development life cycle of the organisation, finding a secure route through that life cycle that supports agile techniques and deliverables, agreeing this route and its interfaces to the software development life cycle with key stakeholders and running a number of Pathfinder Projects through that route to evidence delivery.

All good techniques have a catchy mnemonic and this is no different. Our suitably catchy mnemonic is CCPP.
  1. Consultation:
    Senior management explore the change and change agenda, understand what change means at a macro level and at team level. Assess and confirm the scope and extent of change and the awareness training demanded by the change terrain. The output of the process is a plan for communication and Executive Change Plan.
  2. Communication:
    Set seeds for change, start to communicate change objectives and let impacted teams know their involvement. Communicate necessity to change and gain all-encompassing acknowledgement that change is both required and mandatory; understand what the change means at a macro level and at team level. Establish an Agile Centre of Excellence within your organisation. Select and train change mentors and agile champions to increase awareness of and training about the change and kick of a collaborative activity that debates the change agenda while it collects feedback on objections or barriers to change. The output of the process is a trained population of motivated and supported change participants, confirmation of the objectives and targets as well as an understanding of the challenges, opposition, skills and competences required to deliver change. Also we add the risks, constraints and individual team level targets to the Executive Change Plan.
  3. Policy
    This phase expands upon the targets and defines the plan for implementation of the cultural change, definition of the benefits, policy, processes, procedures, practices and tools that will deliver the revised culture. This phase will involve dry runs with the key change personnel to ensure the change is possible and to confirm the teams are capable and able to sustain, actively participate and complete the policy objectives.
  4. Performance:
    This phase is the essential change itself when the implementation plan is executed and the change participants experience the policy realities of the transformation. In this phase the change teams begin the new phase of revised business processes driven forward by the change mentors, supported by the agile champions while managing risks and communicating back to the Agile Centre of Excellence with positive and negative feedback. This is the part of the process that demands the greatest support and calls up your supporting change personnel to enable and sustain the change as they collect identify benefits achieved, collect success metrics, deal with issues and overcome problems with change.

Conclusion:
The change from a conventional waterfall organisation to one that either elects to deliver agile projects by default or selects to deliver agile projects by exception is a straightforward and positive change for your organisation. Therefore if your organisation has elected not to perform, or at least evaluate this change there is evident good reason to investigate where the elephant in the room is and why is it allowed to be so very costly for your organisation.

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 Agile Outsourcing Challenges     Agile Outsourcing Challenges   Agile transformation Capacity Threshold    Agile transformation Capacity Threshold



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