Agile transformation
Transformation is never easy. When it comes to organizations it is much more complicated either. Nevertheless, if you do it with a whole organization or just a part of it, there will be obstacles all over your way. This text will deal with a transformation from a classical to an agile software development process and will outline some steps you need to consider by doing this transformation. First of all, it is very important to clarify that agile cannot be sub summarized into on approach like Scrum or Kanban. Agile is set of principles and values that are written down in the agile manifesto. The four values are:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
Those four values outline the mindset behind agile software development. A lot of people think that transforming to an agile organization means to completely get rid of all topics written in the second part of each sentence, but that is not true. Agile just means to value the first part of the sentence, but not to get rid of the second part since it also necessary, although it is not that important anymore.
Based on these values there are the twelve principles who describe the agile movement in more detail:
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
If you look at those principles an agile transformation is not simply about a process, it is more like finding the right people who fit into the new roles and have the aspired mindset as well.
In the end agile is more or less some kind of mindset that people need to adapt, but which is not an easy task. Compared to the classical waterfall approach it requires a lot of self-discipline and skills to deal with the new process. To get a successful transformation, in my opinion it is crucial to get the best and bright minded people right ahead. It is also important to define someone who is skilled within the methodology, so that he or she can support the team in the beginning of the process.
Sources:
http://agilemanifesto.org/, 08.05.2018
http://agilemanifesto.org/principles.html, 08.05.18
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