Shifting from traditional to the Agile way of managing projects can tremendously increase a project’s chances for success. We will introduce 7 significant themes you need to analyze and optimize so that you can bring true agility to your organization.
Implementing Agile into the way you manage projects can tremendously increase a project’s chances for success. However, many organizations fail to adopt Agile project management due to the lack of knowledge, leadership, and know-how.
As there isn’t a 100% prescription for a transition without bumps on the road, some areas of your business and culture need to be analyzed and prepared for the Agile implementation to be successful.
Let’s first take a look at the main organizational hurdles to adopt Agile. Next, we will introduce seven significant themes you need to analyze and optimize so that you can bring true agility to your organization.
From our practice, we have seen many organizations that encounter a number of common obstacles when trying to adopt Agile for project management.
This is a common scenario. For example, a new project manager with Agile vision joins a team, and he outlines the benefits of Agile project management and development. Although the project team adopts the idea and might be ready for the change, the rest of the company may not be. Executives and leaders must also accept the idea and support the Agile philosophy for it to be truly effective.
Managing projects by following the Agile mindset won’t be enough to reap the desired benefits from the Agile implementation. If a strategic alignment is not present on all levels within your organization, projects can still be managed in ways that don’t provide your entire business with the desired results to help you achieve sustainable growth.
Believe it or not, no matter of its popularity, it can be hard to find and attract top Agile talent. And this obstacle limits the benefits for organizations wanting to manage projects using Agile.
There are some key skills that top Agile talent should possess:
The first aspect, which is the building block of all others, lies within economics. For a successful Agile implementation and to be truly Agile, you need to have a very clear economic view of your work processes. Only then can you make economically-based decisions that provide value to your clients.
Let’s take an example with the conventional way of managing projects. Traditionally, late changes in the development life cycle of a product or service are approached very cautiously because of their accumulation of high costs. However, it’s not taken into account that those changes can have a significant economic impact on a given product or service and thus bring more value to the end customer.
In contrast, Agile projects are defined by producing small, but actionable “deliverables” that are being released early and often in the process. Combined with the idea of constant customer collaboration during the entire development life cycle, the implementation of late changes becomes more cost-efficient.
Flow efficiency is the ratio between value-adding time and the lead time required to complete a process. By optimizing your process for flow efficiency, you can organize your overall capacity to deliver maximum value to your customers in the shortest amount of time.
To achieve maximum flow efficiency, you need to have available capacity all the time. So, when one part of the project is completed, and it moves through the workflow to the next stage, someone from the team is ready to start working on it. To do that, you need to make sure that there is no accumulation of lengthy queues (a holding place for work items) inside your process.
In traditional project management, you are trained to create detailed plans and to manage timelines. Implementing Agile means you switch your focus on ensuring the smooth flow of work at all work stages and start managing queue size. This way, you will be able to reduce the cycle time of your work items and speed up the delivery process.
To make sure that you don’t generate lengthy queues, you need to visualize them. This can happen on a Kanban board, for example, which brings transparency to your entire work process as well as the flow of the different tasks that are a part of it. You also need to reduce the batch size of your work items so they can move faster through your system and implement Work In Progress (WIP) Limits.
The importance of reducing batch sizes is a significant aspect of the successful execution of any projects. Small batches of work can go smoother through your project’s workflow, with less variability, resulting in faster feedback loops.
Reducing the batch size of your work items allows you to decrease your project’s overall risk. Once you find the optimal size of your deliverables, you will be able to deal with emerging issues and changes in a timely fashion. This way, you will make only small modifications where necessary as opposed to massive reworks, saving your project resources while improving your chances of satisfying the end customer.
End-to-Еnd Organizational Visibility
As we already stressed out above, to successfully implement Agile in project management, you need to manage queues efficiently. One of the best ways to do so is by using WIP constraints. WIP stands for “work in progress” and shows the number of work items that a team is currently working on. Having too many work items in progress causes frequent context switching, confuses priorities, and increases overhead.
To deal with this problem, you need to start applying and then keep readjusting WIP limits for your various work stages. This means that when a specific phase of the workflow reaches its limit, no new item should enter it. Limiting WIP can help you align your team’s capacity with the actual number of work items that need to be completed at a given moment. This contributes to improvement in flow, reduction in multitasking, and, therefore, an increase in your team’s productivity levels.
Creating fast feedback loops is a central principle, and the entire Agile philosophy tends to spin around arranging work to get quick feedback. Short feedback loops are mandatory for the success of Agile project management as they enable teams to learn fast and make the right project adjustments accordingly. Implementing them increases the chances of teams to deliver products or services with greater value and higher quality to their clients.
A successful Agile implementation requires using decentralized control to deliver value in the shortest and sustainable lead time. In the traditional, centralized control, a decision must often go through several “high authority” approval stages, which brings delays in the project.Decentralizing decision-making reduces delays, improves project development flow and throughput, promotes faster feedback loops, and brings agility in solutions. It is essential to mention that it is leadership’s responsibility to establish the rules for decision-making, to clarify which decisions will need their approval, and to empower the team to handle the rest.
Before jumping to a new project management methodology, it is crucial to identify and frame your business goals and describe how exactly the switch to Agile project management will better help you to meet your goals. There must be a clear vision of how the new methodology is expected to aid project teams to achieve the company’s goals.
One of the key elements for the Agile transformation is to have the right soil, the right cultural organization which is not afraid of changes. This includes having leadership and top talent, which meet the seven essential requirements for the possession of important Agile skills. They must be willing to adapt and support the Agile principles. This is where transparency and frequent communication can smooth this process.
It is crucial to identify how an Agile implementation will benefit your clients and how this change will help your team meet your client’s requirements and needs better. Here are three questions to help you determine the possible impact on your customers:
Try to identify all the project resources available in your company. Does your company have the talent and skill-sets to make Agile work? Do you have the right infrastructure to support new technology and vendors which can support the smooth switch to Agile? To yield the Agile benefits, it is imperative to have the right people and technology in place.
The switch to a new project management approach is an important step that will impact processes, people, and technology. Engage your company leaders and experts right from the start to help you determine the best possible way to deal with the upcoming changes without significant cracks in the process of implementation.
First, consider launching a few small projects. When making major changes, it is best to work in small batches. This way, you will see the degree to which your teams are prepared to execute projects using the newly implemented Agile mindset. The biggest advantage is that you can make proper adjustments on a smaller scale, rather than rolling out changes on all levels and teams.
Once you have assessed that the switch to Agile project management will be beneficial for your organization, it’s time to start the implementation on all levels, team by team.
To maintain buy-in during the implementation phase, transparency and frequent communication are vital in making sure the transition goes well.
End-to-Еnd Organizational Visibility
Agile project management brings to the business a new paradigm for achieving the shortest sustainable lead time with the best quality and value for our products, projects, and clients.
The successful implementation of Agile in project management will take significant effort, and the whole organization should be aligned with this process. To switch smoothly from traditional to Agile project management, there are seven aspects you will have to analyze, reflect, and improve:
During the 30-day trial period you can invite your team and test the application in a production-like enviroment.