The past few years Agile development techniques are emerging in the IT domain, Lean start up principles encourage the organization to define minimal viable product slices to learn early from customer feedback. We experienced that mature Scrum teams form an essential cornerstone for an Agile way of working, however it is not sufficient for delivering more value to the market. Close collaboration with business representatives, e.g. Product Owner and stakeholders, are needed to ensure that the so much needed business realm also spills over to the delivery teams. Leadership that facilitates transparency and a “Fail fast, learn fast” mentality, flanked by Agile portfolio management, is needed as well for delivering customer value, also in the long run. Quint shows a successful track record with our customers that proves that our Agile approach is successful, also in the longer run.
How we can help you with your Agility?
Being Agile means incorporating the Agile mind set in people, teams and decision making processes. As a next step, your organization embraces new challenges in the environment before top down decision making allow adoption on the operational level. Self-organization, swift spill-over of new business opportunities, prompt adjustments on portfolio, product and team backlog level, adjusting project scope and rearranging team competences and business focus areas smoothly is a strategic asset. Agile transformation helps your organization on your journey from your current position to the Agile way of working.
Agile Competence Development
In the ideal world Agile teams are multidisciplinary formed being capable to deliver in flow from the start. In daily life, optimization of adequate competence availability while stabilizing the team composition is a hard job. Quint assesses the team competence in the “Quint skill mill”. Based on structural demand required and available team composition is assessed in such a way that on team level employees develop their competences step by step, thereby enhancing the team maturity and capability to deliver the desired output. On organizational level a clear dashboard is developed that facilitate effective portfolio decision making to get the work to the right teams and steer according to strategic opportunities within organizational capabilities..
Self-organizing teams, optimizing the way of working and managing stakeholders is essential to get the benefits out of an Agile way of working on team level. This change of mind set is essential and can be mastered with Agile coaching. Agile coaching facilitates your organization to create and implement agility on team, value stream and organization level. Quint is your partner when it comes to get the business value out of an Agile transformation This includes a change of mind set, influencing the hierarchy to facilitate an agile way of working: Not only knowing what, but also how and why and when to act to inforce the agile journey.
Agile Maturity Assessment
How Agile is your organization and how agile are your teams? Becoming agile is a journey where you learn and improve continuously. The Agile Maturity Assessment is a tool that helps organizations understand their current practices, decide what the next steps will be and how to make incremental commitments to become a more sophisticated agile enterprise.
Creating High Performing Agile Teams
Forming more effective self-organizing, high performing teams start with forming multidisciplinary teams not only on the content level but also on attitude and team role aspect. Challenge teams and team members to foster their skills and competences is the essential resource management instrument of your organization. Starting new teams to learn building trust, team members learning to collaborate in getting the work done and learning to optimize their way of working needs other competences and skills. More experienced teams challenge team members to expand their competences to overlap. T shaping competences, creating flexible teams are able to balance the demanded and the supplied skills and competences on team level.
Agile Awareness Workshops
Why becoming an Agile organization, why start experimenting with Agile way of working? In the Agile Awareness Workshop management or teams learn about the potential of Agile working, the power of team based working, and the power of short feedback loops. Management experiences the power of facilitating flow within Agile teams and instant decision making. Do the Agile Awareness Workshop and get ready to start your Agile journey.
The Agile way of working is not only for IT. On the contrary, we experience that when there is a specific business need to become Agile, for example, to enter a new market first or to accelerate competition by short product development iterations, this can be one of the key success factors. The timing of transforming business opportunities into orchestrated noise free decision making on strategic, project and operational level is key to success. Shaping delivery trains based on value stream, reducing architectural dependencies, forming release trains that ensure swift agile delivery of business functionality with inherited IT components. Next step in agile delivery starts in the business, partnered by IT.
Many frameworks are introduced over the past few years; SaFe, LeSS, Spotify delivery, which are different answers to the challenge of scaling Agile teams. What we see is that when there is too much focus on scaling, the quality first principle is not met and delivery loses solid ground. The question remains, how to deal with interdependencies when 10 to 20 teams (or even more) delivering value. This demands orchestration. Scaling Agile is a somewhat controversial subject in Agile. Predictability on the smallest scale, the team, is essential Scaling without introducing sluggish decision making and distracting planning effort is easier said than done. Scaling up above 20-50 requires extra governance on one hand to ensure a flawless change and release process and on the other hand to ensure an Agile (re-) prioritization of the portfolio and product backlog of the different value streams.
Agile Portfolio Management
From the perspective of the business, there is an increased need for delivering value – and new value – to the market quickly. Traditionally, business ideas are translated into projects or larger programs that are prioritized per quarter or over longer time intervals. This results in queues at the mouth of the organization’s delivery funnel. Agile portfolio management focuses on prioritizing business value based on value statements (business goals) described as ‘epics’, that accept open scope, in which quality and resources are fixed. To deliver value, it is crucial to ensure flow in the project and delivery process in fixed teams, and to focus on minimum viable products. Predictable high-speed delivery in experienced Scrum teams facilitates the throughput in the portfolio funnel.Instead of combining business ideas into larger pieces to be chosen by a Project Manager who determines the necessary resources, an Agile portfolio process respects the stability of value-stream teams (release-ready teams) and core delivery teams. Synchronizing the delivery rhythm of teams and avoiding large monolithic projects that can’t be split up ensures agility in decision-making in the long run.
Agile Product Management
Business agility requires Agile product management: the work is done by committed Product Owners, managers that enhance swift decision-making and fast information transfer from teams to stakeholders. This to ensure an optimal ROI throughout the lifecycle and the creation of new features via minimum viable products based on frequent customer feedback.
When the need for agility arises, we have learned that traditional governance prohibits short learning cycles and taking advantage of new market opportunities. Governance that enables agility must have an intrinsic urge to focus on delivering customer value and purpose at all levels (strategic, portfolio, project and delivery). Lean leadership and organizational tools, like visual management, performance dialogs and paying real attention to managing operational flow, can be used to build a governance structure that enables an organization to mitigate risks and take advantage of new opportunities. In the long run, we see that organizations which are more experienced in an Agile way of working change the shape of their partnerships with external suppliers. These reshaped partnerships reinforce a shared external focus on delivering value rather than on contract details, thus allowing both partners to optimize their ROI.