Becoming Agile is often an explicit choice to make organizations future proof. The question is how to get there. Thought leader and Agile Manifesto author Arie van Bennekum has gathered 18 years of best practices in transformations in our unique and practical approach which Wemanity uses successfully in international transformations. Thanks to the experience and knowledge of our agile coaches, we now have a proven concept, which of course we will improve continuously.
The model is organised in a series of waves. Each wave is a simple and functional process where, per time box, explicit objectives are being pursued :
Together with the client we will addressing the need
Assessment and Foundations
Identifying the Agile base line of the organization
Creating the transformation backlog, our working agreement
Train the employees for a common language
Create suitable team space(s)
Focus on team rituals, team feedback
Start up internal communities for sustainability
Focus on individual refinement and -feedback
Introduce tooling for integrated processes
Hand over to the coached and trained teams.
Prepare the next wave with additional foundations
The Foundations need extra attention.
Wemanity coaches will, together with the client, look into the transformation objectives and the base line as observed during the assessment. The Foundations are 3-fold:
SMART transformation objectives
Clearly defined Agile user groups
Agile stack to be used during the wave
Potential set of tools to be used
Definition involved NFR-stakeholders
Transformation timebox planning
Roles and responsibilities transformation team
The assessment process is a based on 6 organizational competencies which the Agile coaches take into consideration during the wave.
The competencies have been used as a starting point for almost 2 decades and are refined on a regular basis.
A. Culture and style
B. Foundations, content & process
C. Participatory environment
Identifying how the actual culture relates to Agile values and principles such as transparency, learning and improvement.
Mapping how in the current situation the organization starts, handels and decharges work to teams or individuals.
Assessing in what way all stakeholders involved relate and interact with each other.
D. Appropriate solutions
E. Knowledge management
F. Mindset & attitude
Identifying how valuable delivered solutions are and what the timing of the delivery is.
Looking into processes for knowledge sharing, development, training and group improvement.
Observing in what intensity teams and individuals are used to reflect, improve and how they are supported.