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Being Agile: Mastering the Art of Change

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Written by CMC Media Staff   
Tuesday, 13 July 2010 01:00
   Being Agile: Mastering the Art of Change - July  2010

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The topic for this month’s edition is: Being Agile: Mastering the Art of Change

Kelley Horton and Guy Beaver  in their article Driving Enterprise Agility from the Program Management Office, describe an aggressive roll-out approach, and how a Project/Process culture was transformed to a culture based on standard work to manage visual controls, value stream flow, and validation.

Pan-Wei Ng, in his article, Four Views of Mount Fuji: From Tsunami Development to Continuous Lean and Agile Development, cleverly and insightfully discusses how moving towards lean and agile development is a major paradigm shift for many and most are still doing what he calls Tsunami development; where a big wave brings all the debris of postponed work to the end of the project and killing everyone on the shore.

Alex Adamopoulos, in his article Managing Organizational Change as a Result of the Agile Process, discusses some specific and practical methods to use in order to kick-start and maintain momentum in an agile change program; cautioning to be on the lookout for the tendency and temptation for people and teams to revert back to the old way of doing things.

Dr. Myles Bogner and David Elfanbaum in their article Integrating Enterprise Change Management Within an Agile Software Development Process, described how organizations can leverage Enterprise Change Management (ECM) practices in conjunction with their Agile development teams to foster IT delivery adoption.

In my article Revised Edition: Agile and Lean Product Development and Delivery – Mastering the Art of Change, we take a look at mastering the art of agile and lean system and software product development and delivery; focusing  on effectively dealing with change.

Laurie Sheppard in her article “Meeting Resistance to Change Head-On”, shares with us her expertise as a change agent and life coach, specific to moving forward and taking risk while meeting new challenges head-on.

Your agile buddy and editor,
Russell Pannone
Editor
Agile Journal
Featured articles...

Driving
Driving Enterprise Agility from the Program Management Office
by Kelley Horton & Guy Beaver
The Premier healthcare alliance brings nationwide knowledge to improve local healthcare. It does this by providing solutions to collect and analyze clinical and financial data from its more than 2,200 member hospitals and 64,000 non acute-care members. By doing so, Premier unites a fragmented, chaotic and inefficient healthcare system to enable hospitals to provide patients with reliably high-quality healthcare at the lowest cost. Premier uses facts to determine the best practices and products that drive the best patient outcomes.
Read More >>

Mt. Fuji
Four Views of Mount Fuji: From Tsunami Development to Continuous Lean and Agile Development
by Pan-Wei Ng, Ph.D
Moving to agile development (or doing anything new) is not easy. Beyond learning some of the technical stuff, the new terms like SCRUM, stories and so on, it is about changing mindsets. How do you change mindsets? How do you understand mindsets, and to do so quickly? I do this by drawing diagrams, and have project teams identify where they are and where they want to be. Of course, these diagrams should be easily understandable, and so that the project team’s response can be quick. You either win them over in 2 minutes, or you lose them completely. The diagrams should also be easily reproduced such as on a white board, so you are always ready.
Read More >>


Managing Organizations
Managing Organizational Change as a Result of the Agile Process
by Alex Adamopoulos
The CEO of a financial services company had blocked off a day to take his management team offsite for a dedicated session focused on using agile to run the organization. After devoting the first half of the day to understanding agile practices and principles, the balance of the day focused on taking the specific initiatives and goals of this financial services company and translating them into tangible stories. These stories could be used to populate the company’s new Kanban board, one of the tools they would use to begin applying what they learned.
Read More >>

More articles...
Enterprise
 Integrating Enterprise Change Management within an Agile Software Development Process
by Dr. Myles Bogner & David Elfanbaum
Agile software development is designed to thrive within even the most dynamic business and technical environments. In fact, the name “Agile” was chosen because its founders viewed “adaptiveness and response to change” as the most essential concept of the methodology.[1] All Agile methodologies include integrated practices and processes that manage evolving requirements to efficiently develop a continuous stream of new software capabilities. However, what Agile does not address are changes related to enterprise support of the Agile process or tasks that fall outside the scope of the project work, including:
Read More >>

Agile and Lean Product Development
 Revised Edition: Agile and Lean Product Development and Delivery – Mastering the Art of Change
by Russell Pannone
The modern world of systems-software product development and delivery presupposes we work faster and better, do more with less, change continuously, and invent new ways of working. The modern formula for work appears to be:

More Success + Greater Speed + Fewer Resources + Constant Uncertainty +

Increased Competition + Quicker Time to Market.

Mastering the “art” of agile and lean system-software product development and delivery requires you ask yourself, “Do I really understand the science/technical and the art/behavioral nuances and aspects associated with this undertaking?
Read More >>

Head on
 Meeting Resistance to Change Head-On
by Laurie Sheppard
Jim sat in his manager’s office about to have his 6-month review.  His boss seemed to have that look on his face.  A look he’d seen before.

“Jim, I’d like to say your work is outstanding, but while we’ve been pleased with your project outcomes, your approach to your work needs improvement.”

Jim squirmed in his seat and tried to prepare himself for what would probably mean another layoff.

Read More >>

Last Updated on Wednesday, 08 September 2010 09:48
 
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