What must management do for a successful Agile Transformation
A) Change Scrum Masters in the team every two weeks.
B) Strive to think of adoption as an area they can control.
C) Send someone to represent management, and then delegate tasks to these individuals.
D) Commit to quality and be the change agent in the system.
Agile transformation refers to the transition of a company’s entire strategy to one based on agile principles. It is important to begin by understanding what agile transformation is not: adopting agile software development methodologies. Agile transformation involves more than just changing how software is built. Any organization undergoing such a change will likely embrace agile, Scrum, Lean, etc. The transformation is a complete reorganization of the entire organization, which goes far beyond product development. To rejuvenate the organization, a new culture of creativity and innovation must be established, employees should be empowered, and unnecessary management layers must be reduced.
An increase in internal communication and information sharing as well as creating cross-functional or self-organized teams may be the outcome.The Agile Transformation process involves forming teams, building backlogs, and regularly producing working, tested software increments. It involves creating loosely coupled teams, managing dependencies, managing tradeoffs, getting products into the market quickly, and focusing on throughput instead of productivity.
Steps to an Agile Transformation
To deliver business value at regular intervals during the Transformation, it is important to understand how to plan for it. This involves transforming how you work. It is already common practice to move away from big-bang releases to regular, incremental releases, so the transformation efforts should be conducted in exactly the same way. Even though each Agile Transformation is different, generally, an organization goes through the following steps:
STEP 1: FORM A LEADERSHIP COALITION
The adoption of Agile Transformation will require major changes to every aspect of the business and top-level support. Executives must be on board and fully aware of the changes.
STEP 2: DEFINE AN END STATE VISION
Before we begin, we should have some idea of where we are going, but realistically, the plan may change. Throughout the Transformation, we will gradually elaborate on the structure, governance, and metrics that make up this plan. Forming teams at scale and orchestrating those teams to do work have well understood patterns.
STEP 3: BUILD A TRANSFORMATION ROADMAP
The organization needs to know what will be done, how long it will take, and what benefits we expect to gain from the investment. Basecamps are intermediate outcomes achieved by Expeditions, and Expeditions are the groups that Transform together.
STEP 4: MAINTAIN A ROLLING 90-DAY PLAN
To plan forward, assess progress, and make necessary adjustments, the Transformation Leadership Team meets. We want to have a rolling 90-day plan with a more detailed idea of what will happen. A 90-day plan should be similar to an Agile release plan. All aspects of the organization that will be impacted over the next 90 days will be listed in the plan.
STEP 5: CONDUCT 30-DAY CHECKPOINTS
We also want to periodically review, retrospect, and adjust the progress of the Transformation work, just as we do with sprints.
STEP 6: ADAPT & LEARN
Based on our understanding of the Transformation, re-evaluate the end-state vision.
STEP 7: CONNECT ACTIVITY TO OUTCOMES
To do this, we’re focused solely on creating better business outcomes. As part of our investment justification process, we create hypotheses, conduct experiments, demonstrate outcomes, and pivot accordingly. Despite not knowing all of the activities ahead of time, the goal is to get good at sequencing the outcomes to be achieved and to ensure that all activities completed are linked to the desired business outcomes.
STEP 8: CONNECT OUTCOMES TO BUSINESS OBJECTIVES
The Executives should be regularly informed about progress against business metric baselines and we should be able to trace improvements in the system to tangible business benefits. In order to achieve the goal, dollars invested must be explicitly tied to measurable outcomes.
STEP 9: MANAGE COMMUNICATION
The leadership needs to communicate progress and obstacles regularly and transparently. Town hall meetings, executive roundtables, and various other forms of information dissemination are often used.
STEP 10: CREATE SAFETY FOR EVERYONE INVOLVED
Make sure everyone knows what’s in it for them and where they fit in the new organization. Make sure everyone is accountable and that progress is measurable.