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Introduction   »   Start   »   Welcoming Change

Within the Toolkit the team have an opportunity to change the business rules for themselves and to validate that the things to be delivered are fit for purpose. We allow a team to define the design. We allow enough time to do enough design up front and to develop that design incrementally as the project develops. We do not ask for detailed design up front. This would hinder their capacity for change and demand rework when a change takes place. This could mean rework in design documents, data models, database designs, source code, test packs, test data and many other documents. This is wasted effort and the removal of waste is an important agile principle the Toolkit supports. The Toolkit provides a corporate governance culture to allow teams to progress fitting solutions with minimum ceremony, on time, to budget and to work as a pragmatic catalyst for change.

To pragmatically deliver change we must first of all be receptive to the change. However, we know that individuals and often it seems whole organisations appear resistant to change. We are aware that the inability to change can render an organisation incapable to compete competitively with its comparator organisations. This stance will rightly or wrongly depict the organisation as somewhat behind the wave. However, there are oftentimes very understandable reasons why this is the case.

Some organisations embrace change. Some organisations prefer to embrace stability. These are both positive words.

Stability is good as long as it is not obstinate stability, old guard, conventional, fearful, controlled or orthodox. Change is certainly good and positive when it stands for improvements, variety, additions, diversity, adjustments, modifications, innovation and evolution.

However, we know that old guard and orthodox do not mix well with variety and evolution. Certainly if you plan to introduce something radical or revolutionary either in your approach or in the project itself, then it is wise to establish the likely opposition or friendliness to the proposals. This is the key step to introducing change: to establish the receptiveness of your project colleagues and your organisation to change. This is called the Organisational Change Appetite.

The electric Sinclair C5 vehicle invented by Sir Clive Sinclair in 1995 was, to reasonable observers, a positive and sensible solution to urban transport challenges. However, it was twenty five years ahead of its time. The public just was not ready for it and it suffered ridicule and scorn rather than appreciation and applause.

With this warning purposefully in mind, the Toolkit provides techniques to take the temperature of an organisations receptiveness and its ability to welcome new ways of working. This is an important precursor to planning an optimal change environment and running a project inside that environment.

By the way, the successor to the Sinclair C5 is called the Sinclair X1 with a release date in 2011. Take a look out of the window. If you are reading this in 2030 while an onboard robotic autopilot whisks you and your personal X1 to the 3D virtual theatre, there will be lines and lines of Sinclair X1s making their way through your town or locality. If there has been a resounding welcoming of this particular change, there will be. Once this important trigger to change is underway then we need to explore the various agile methodologies. But first, the quickest route through an agile project.


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Welcoming Change


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