The current labour market demands the incorporation of agile methodologies to processes. However, their implementation doesn’t adapt to all projects. A company’s organisational culture and level of maturity can influence that implementation.
In this sense, transformation processes are not immediate. On the contrary, they take many years and resources, since both traditional and agile elements coexist for years while the change is taking place.
In order to drive transformation into an agile culture, experts recommend companies get support from external or agile coaches to guide the process while taking into account the organisation’s needs and priorities. That way, coaches will be able to choose the appropriate tools and strategies for a flexible and collaborative environment.
Key areas of agile transformation
- Structure: this is about how your organisation will form teams on all its levels.
- Governability: the way your organisation works, makes decisions about priorities and balances capacity with demand, as well as the coordination among the teams.
- Metrics and tools: how to measure the organisation’s performance. This is about collecting metrics, showing improvements and communicating all of that to the appropriate interested parties. Just to give an example, a typical KPI is delivery time, measured from the moment the client’s request is accepted to the moment it’s delivered to the production area.
71% of organisations worldwide already use agile methodologies, according to a study carried out by the Project Management Institute (PMI) known as “Pulse of the Profession”.
Methodologies that promote transformation
In the process of adopting an agile style, there are several methodologies that coexist. Here we can observe the Scrum model, which is based on the definition of predictive projects, and the Kanban model, used for more adaptive projects. The union of both methodologies is called Scrumban.