Introducing Agile and then developing products and solutions in an Agile manner from then on is not as easy as is often propagated. Successful Agile transformation requires much more than just knowledge of pure theory, which is taught as part of obtaining a certificate. It also takes a lot of practical experience in the intricacies of applying the method and much, much tact in dealing with people. A good knowledge of the tools used within the method are for sure no disadvantage.
What this, a Digital Transformation?
In simple terms, digital transformation is the increasing computerization of a company or organization. Manual activities are automated wherever possible. Data is digitized and, if it is related to one another, it is linked, processed and evaluated using statistical methods. Knowledge is generated from them, which serves as a basis for decisions.
Keywords related to digitalization include Big Data & Analytics Platforms (BDAP), Artificial Intelligence / Artificial Intelligence (AI / AI), Machine Learning (ML), Interfaces / Interfaces, etc.
A Digital Transformation is often a hybrid between classic projects and the agile development of software solutions, with the focus mostly on agile product development.
If the Agile Transformation does not progress,
Digital Transformation will also come to a standstill.
When does Agile work?
Agile works when value is generated efficiently and economically without committing to a fixed long-term plan. Efficient and economical means that high quality output is developed in a satisfactory quantity.
Thesis: Every (agile) development produces output, but in at least 90% of cases a much better result could be achieved. However, the method would have to be applied correctly and the right mindset would have to be in place.
LEAN & AGILE have to go hand in hand
In order for agile to lead efficiently and economically to quickly usable results, efficient monetary decision-making processes are also required. The (upper) management should empower the agile units of the organization to make product-related decisions independently and to be allowed to make expenditures within a defined set of rules.
In concrete terms, this means that Release Train Engineer (RTE) and Product Manager (both roles in SAFe) are allowed to make independent decisions about required expenditures within defined limits; in other words, they have a budget. That is LEAN.
The benefits of agile product development can hardly be fully realized if they are slowed down by lengthy and complicated decision-making processes.
Not specific enough yet?
Then ask yourself the following questions:
- Is the output of agile product development in your company only interpreted or measured and supported with objective figures?
- Can the responsible roles within agility in the company independently make substantial decisions with regard to product development for which they are responsible and, if so, are they also allowed to spend money on this independently (to a certain extent), insofar as they consider this to be sensible or even necessary?
Are you really LEAN & AGILE and are you satisfied with the quality and quantity of output generated by your agile teams?
If you cannot answer this final question clearly with a YES we should meet for a non-binding discussion.
