In this article about we will fly another three capabilities of the 10 that we have discussed part of the actions wich are part of creating our agile business MVP.
3. Execution and maturity of initiatives.
From this moment on, one of the objectives is to achieve the maturity of high performance teams, highly motivated teams that create products that are superior to the objectives set, thus we will have the standing up, stabilization and optimization of them, it is very important have experienced agile coaches in these tasks and focused on accelerating maturity. For specific advice on this point, as Exponential Agility we can help you extensively, remember that these approaches cover a descriptive point of view. We are experts in “agile practice”, agile team coaching and agile transformations, with the frameworks mentioned above.
The product demonstration is critical for proper management of product expectations, as well as the visible determination of the return on investment, remember that the customer on site requires seeing the value of the delivery, which are the visible product increases, with in order to raise the confidence of the sponsors and those involved, this point is where responsibility regains importance.
The retrospective of the cycle is extremely important, in order to measure the result and know the reason for it, identifying the improvement actions, which in a following cycle will provide us with an increase in vision and efficiency in the release of an increase in product.
Figure 1: Agile Initiative in Scrum.
Source: Miguel Martínez (2020). Own elaboration.
A priority is to create sustained peace of the team in a transparent environment, I remember that, in one of my initial practical experience, several years ago, I had the responsibility of playing the role of Scrum Master while we located a person, what I discovered is that there was a total lack of transparency, the concept of “technical debt” or “cultural debt” is prohibited, “the client should not know that we have debt!”, in the words of the global practice leader and head of agile, who lived in another country. Technical debt and transparency is one of the relevant factors, which enables improvement of agile teams, of course also of people.
4. Demand and capacity management.
An agile team that is focused on managing the demand for agile and internalizing capacities in a sustained way is essential, to ensure cohesion, choreography and dissemination of the meta-rules to follow. An agile office can act as an integration team, make agile with agile, create a quality and integrity assurance mechanism, with the objective of serving as a center of value, to enable, offer alignment and acceleration through a mechanism PULL, at the process level, support and accompaniment to initiatives and programs, as well as the creation and internalization of internal agile capacities.
This center of excellence may be responsible for measuring the progress of the transformation at the level of: Maturity of teams, Product, Government and Business, managing continuous improvement of the environment (kaizen) and measuring the progress of the agile maturity of the environment and the teams. This is an exciting and extensive topic, which will be the subject of another conversation.
Figure 2: Kanban: Demand and Capacity Management.
Source: Miguel Martínez (2020). Own elaboration.
5.Inspection and adaptation of the environment.
The inspection and adaptation of the environment is a relevant process for continuous improvement, the more frequent we have it and we carry out the reflections in a disciplined way, the more learning we will achieve, remember that the objective of learning is adaptability, adapting the media to the environments. The experts who inspect the real products do not come from outside, but are the people who are in the same environment and team, one of the objectives is to enable early return on investment, which in this case is the progress of the transformation seen from the perspective of the increases in value or capabilities that are built as we move forward.
A basic way of asking ourselves to improve is: What did we do well? What are the areas of opportunity that we face? and of course the improvement actions to be carried out, all this triggers decision-making that enables effectiveness, efficiency, in addition to continuing or deliberately pivoting with a product. I particularly dedicated myself from my beginnings with agile to team coaching, with scrum and Kanban, how to establish them, how to mature them and stabilize them, this also applies to integration teams that can be centers of excellence and prioritization teams that are born in the strategic level, if they are also agile teams, but with a different type of value delivery that must be synchronized with the transformation cycles.
Figure 3: Kaizen boards.
Source: LEANTALK, 2020. The Ultimate Lean Talk Forum And Blog- About Us. [online] Leantalk.org. Available at: <https://leantalk.org/about-leantalk-org> [Accessed 14 September 2020].
The organizational redesign and / or Internalization of roles is part of the creation of internal business capacities to face turbulent environments where changing priorities are in turn a priority, it must be remembered that culture does not only reside in the network of people who tends around what we call organization to give it life, all those organizational assets are part, both implicit and explicit, policies, structures, what we must ensure is that these rules produce a choreography instead of a central coordination, that is related to the empowerment of people, trust above all is a crucial factor to enable it, remember that we must always take into account 2 factors for this empowerment: commitment and performance, commitment is related to the values of the person in coincidence with the values of the company, we must ensure that they will have a disciplined and ethical response to circumvent the re What we have in front of us is probably the most important thing that is related to talent management that in the end our collaborators will take care of our most important assets which are: our clients and our business, performance can be developed is related to mastery and purpose, because we do what we do, let us hire by attitude and develop an environment that is an example of the necessary level of aptitude that we require, advice: let’s take time to hire or internalize a role, based on the values of the person and the business, develop the internal potential of these people, let’s think about the average length of stay in the business and support people in their promotion and growth internally, as well as external, since we will never know who our future clients or loyal suppliers may be.
Today we will advance here, if you have questions or comments about it, feel free to contact us directly and ask us.
Many greetings.
Miguel A. G. Martínez H., September 2020,
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