Integrated Agile Transformation Model
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
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 :
First contact
- 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
Synchronise
- Train the employees for a common language
- Create suitable team space(s)
Follow
- Focus on team rituals, team feedback
- Start up internal communities for sustainability
Lead
- Focus on individual refinement and -feedback
- Introduce tooling for integrated processes
Hand over
- Hand over to the coached and trained teams.
- Prepare the next wave with additional foundations
The 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:
Business Foundations
- SMART transformation objectives
- Transformation backlog
- Clearly defined Agile user groups
Solution Foundations
- Agile stack to be used during the wave
- Potential set of tools to be used
- Definition involved NFR-stakeholders
Management Foundations
- Working agreement
- Transformation timebox planning
- Roles and responsibilities transformation team
Assessment
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. |
