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Category: Agile

Agile in 2023: Doing vs. Being

Posted on March 21, 2023March 21, 2023 by Marbenz Antonio

Embracing Agile

What Does Agile Do?

Doing agile

“Doing” agile without fully comprehending the reasoning and ethos behind the methodology on an intellectual, emotional, and cultural level entails adhering to all the processes and guidelines without internalizing them.

Once an organization embraces agile software development methodology, it can quickly start to exhibit signs of “doing agile.” The act of doing agile typically appears as follows:

  • The enterprise has adopted an iterative approach, developing projects in incremental steps.
  • The enterprise may utilize the Kanban board or Scrum framework to manage this iterative approach effectively.
  • The team structure is non-hierarchical.
  • Workloads are divided into themes, epics, user stories, and tasks.
  • Agile estimation techniques, such as Gantt charts, are used to estimate and plan tasks.
  • Teams conduct regular stand-up meetings for a set period, sharing their progress and potential impediments.
  • Retrospectives are conducted to continuously identify areas for improvement.

To sum up, “doing agile” can resemble an ostentatious ceremony where everyone adheres to a dress code without understanding the underlying purpose behind it. It can also give the impression that all tasks are being executed flawlessly, yet there is a palpable feeling that something essential is absent, and no one can identify precisely what it is.

Challenges of Only Doing Agile

If teams are merely “doing” agile without fully embracing its principles, an enterprise may encounter obstacles during the project development phase. These difficulties might manifest in the following ways:

  • Regular stand-up meetings become a mechanical routine of reporting status when done without understanding their purpose and spirit, defeating the purpose of agile transformation.
  • Retrospectives are used to make lists of problems instead of arriving at solutions together with a sense of ownership.
  • Team members have less confidence when they don’t fully understand the processes, leading to less satisfaction for customers, the ultimate goal of agile methodology.
  • Overemphasis on processes and tools can create fear in team members, hindering their ability to express themselves and take the lead.
  • Teams caught up in processes and tools often lack mental space to experiment, innovate, and think creatively, leading to a lack of passionate involvement with the product.
  • Even with collaborative infrastructure in place, teams in “doing” mode can hardly collaborate effectively.

We can draw an analogy between “doing” agile and performing a ceremony, such as a marriage or religious ceremony, where actions are taken without understanding their meaning, significance, spirit, and purpose. While it may look good on the surface with music, fancy clothes, and good food, it may not yield the desired results. Similarly, merely “doing” agile may appear glamorous on the surface, but it does not help enterprises achieve the desired business value and technological excellence.

What is Being Agile?

Being Agile

To “be” agile means to practice all of these processes with deep awareness, understanding, and knowledge of agile principles and values. It requires living and breathing agile for any enterprise undergoing agile transformation.

It’s important to understand that being familiar with or practicing agile principles and values isn’t about simply memorizing them. Rather, it’s about internalizing the fundamental principles and values of agile and developing a mindset that naturally thinks, feels, and acts in an agile manner.

To adopt agility as an enterprise, it’s essential to create a customized manifesto based on agile principles and values. As for individuals within the organization, being agile entails not only comprehending the core principles and values of agile but also familiarizing oneself with the enterprise’s tailored manifesto, which is created specifically for the enterprise, by the enterprise, and aligns with its objectives.

In an era where novel phrases such as “modern agile” and “heart of agile” are becoming more prevalent, embodying agility may involve the following:

  • During a regular stand-up, when an impediment is mentioned, a member or a group of members step forward to solve it instead of just discussing it.
  • Teams work iteratively and incrementally, constantly receiving feedback from customers and being open to it.
  • Teams prioritize creating a minimum viable product of value over spending excessive time on planning.
  • Leaders support the individual and professional growth of team members.
  • Leaders provide strategic direction and guidance instead of direct interference in project development.
  • A safe, valued, and respectful environment encourages people to express themselves confidently.
  • A supportive, empowering, and collaborative atmosphere leads to great products, higher customer satisfaction, and greater business value.
  • Teams move away from operating independently and instead transform into cross-functional units, assuming a shared sense of responsibility and ownership.

To build on the previous comparison, “being” agile is akin to conducting a ceremony with complete comprehension of its significance, purpose, spirit, meaning, and intended outcome. It’s a more favorable position for agile practitioners to be in, and it can also be referred to as “walking the talk,” meaning that one precisely does what one says and mean.

Challenges of Only Being Agile

The challenges of solely espousing agility involve talking the talk without walking the walk. This means that while one may possess an in-depth understanding of agile values, principles, and procedures, one may lack the drive to apply or embody them.

For instance, an enterprise may have a leadership team that possesses extensive knowledge of agile techniques, principles, and values, but they may not possess the necessary skills to train their staff. In such cases, “being” agile may prove to be a charade, where everything exists only in the mind and heart, and nothing is put into practice.

Doing Agile vs Being Agile in 2023

Doing Agile vs Being Agile

In 2023, the primary obstacle to agile implementation is striking a balance between doing and being agile. As we’ve observed, achieving the desired agile transformation is not solely a matter of doing or being, and neither is sufficient in itself to accomplish the enterprise’s aspirations.

So, what approach can be taken to bridge the gap between doing and being agile? How can we tackle the issue of doing agile versus being agile in 2023?

What Can We Do to Close the Gap Between Doing and Being?

A well-known Zen koan states that “a coin lost in the river is found in the river.” By utilizing this insightful wisdom to confront the difficulties of doing agile versus being agile in 2023, an enterprise can leverage the 12 principles of the agile manifesto to create a customized master manifesto that aligns with its culture and inclinations.

While each enterprise’s master manifesto may vary, a typically customized manifesto that could help bridge the divide between doing and being may resemble the following:

  • Encouraging teams to become more “effective” by reflecting upon past performance and improving internal processes and communication, in accordance with the 12th principle of the Agile Manifesto.
  • Recognizing that success requires a willingness to change, innovate, and learn in response to project needs.
  • Establishing continuous feedback loops that enable teams to quickly change direction as required by the project.
  • Developing safe and sustainable approaches to accommodate and manage changes that naturally arise during the software development cycle.
  • Incorporating cultural change into the workstream as part of the agile transformation process.

These are a few methods that businesses can use to close the gap between doing and being. Only when the senior leadership is fully aware of what it means to do agile and what it means to be agile in 2023 can the debate between doing agile and being agile be resolved effectively.

Conclusion

Agile methodology has been adopted by organizations worldwide as a way to improve their software development processes and increase their responsiveness to changing requirements. As we look ahead to 2023, it’s clear that Agile is here to stay, but the focus is shifting from simply doing Agile to being Agile.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in AgileTagged #AgileLeave a Comment on Agile in 2023: Doing vs. Being

Agile and DevOps: Dynamic Solutions for Overcoming Hurdles in Modern Business

Posted on March 21, 2023 by Marbenz Antonio

Agile Offshore Software Development Approach for your Business

Modern Business Hurdles

Many aspects of our lives are viewed as polarities, with our minds and hearts finding it easy to see things as divided. However, spiritual teachings have long reminded us that division is often just a perception and not the complete truth. It is intriguing to consider how this ancient wisdom still holds relevance in the rapidly evolving world of technology and information.

In the early 2000s, the Agile methodology gained significant popularity due to its ability to improve customer-vendor interactions and communication, resulting in increased business benefits. It quickly became an essential aspect of IT software development processes, providing a sturdy foundation to prevent project failures and delays.

Despite its benefits, the Agile methodology did not address the challenges faced by operations teams responsible for delivering and managing the software products developed by the development team. To bridge this gap, the DevOps concept emerged as a solution, facilitating better collaboration and communication between development and operations teams.

Agile and DevOps have emerged as modern solutions to address various business challenges, both classic and contemporary. However, they are often viewed as competing approaches. In this blog, we will explore the key differences between Agile and DevOps, helping you understand their respective meanings and determine which approach is best suited for your business needs.

Agile vs DevOps: An Introduction to Contemporary Approaches

Let us begin with Agile Software Development Methodology.

In the famous book, Digitizing Boardroom: The Multifaceted Aspects of Digital Ready Boards, Pearl Zhu writes: “Agile is more a “direction,” than an “end,” a philosophy and mindset at board level.”

Agile is built upon twelve fundamental principles, with various frameworks such as Scrum, Crystal, Lean, Kanban, and DevOps being key components of this philosophy for software development.

DevOps utilizes a range of services, tools, and applications that enable teams to develop an operational strategy to manage complex projects. These strategies and systems share a common goal of ensuring end-user satisfaction by responding promptly to evolving demands. This is achieved through the continuous adaptation of code.

While DevOps has its roots in Agile and Lean practices, it is not identical to Agile. Rather, DevOps is a software delivery methodology that aims to establish a supportive and sustainable coding environment for developers, enabling them to work effectively.

DevOps is often considered a mindset or approach that prioritizes the optimization of the software development process, which includes Agile development practices. To achieve this goal of faster software delivery, automation is a key strategy utilized by DevOps. Organizations that adopt DevOps must train their teams to embrace this mindset, ensuring the timely delivery of high-quality products.

Agile vs DevOps: The Difference

From this brief overview, it is evident that Agile and DevOps are distinct methodologies for software development, both aimed at enabling a smooth development process in a fast-paced coding environment. However, their differences emerge primarily after the development phase of the product. In the following sections, we will explore the inherent differences between Agile and DevOps.

Area of Difference Agile DevOps
Processes Agile consists of processes like Scrum and sprints. DevOps is all about actual technical practice.
Communication Agile is about communication between the developers and the end users. DevOps is about more internal communication between the teams involved in the project cycle
Way of Communication When Agile does internal communication, its purpose is to recognize and resolve issues with specific scrum methodologies. It prefers to use resources that encourage project management and collaboration to resolve issues. DevOps is more about fixing issues quickly and that too in real-time. In order to achieve this, DevOps preferred to automate deployment and track errors in real time. It simply does not hesitate to use automation even for mundane tasks so there is more focus on the high-end task. This approach eventually ensures that all the tasks are indeed running on the same fast-paced track.
Focus Agile focuses more on development. DevOps focuses more on continuous integration.
Philosophy The philosophy of Agile is about making customers totally satisfied by adding value to the product. DevOps is about creating products that have sustainable business value.
Methodology Agile methods prefer to create, assess, and evaluate the software code. DevOps methods revolve around improving the software code constantly and consistently.
Human resources Agile methods need experts at every stage of software development. For example, any agile framework would assign an expert for its development and testing stages. DevOps assign engineers that are responsible for overseeing a specific software development cycle. They are tasked with designing a specific software development cycle that ensures consistent delivery as well as the development of software systems.
Technique Agile unapologetically emphasizes the use of the empiricism technique. This technique involves observation, adaptation, and examination with the highest transparency. DevOps prefers to focus on predictive measures during software development which makes the stakeholders more in control of the process.
Strategies Agile believes in reducing e-waste and adhering to lean practices. DevOps implement cost-cutting measures to deliver software systems in a timely manner
Feedback Agile invites consumer feedback and gives itself time to process the feedback. DevOps demands internal and immediate feedback.

Using Agile & DevOps Together as a Solution

Before delving further into how the differences between Agile and DevOps can benefit the software development process, it’s worthwhile to consider how these two methodologies can be combined.

Both Agile and DevOps share a common goal of achieving faster, continuous development and deployment. By working together in harmony, they can achieve this purpose beyond expectations, instead of conflicting with each other. For example

  • DevOps places a greater emphasis on automation, which can significantly enhance the effectiveness of any development approach or methodology, including Agile. In this sense, DevOps can be viewed as a complementary approach to Agile.
  • DevOps has a greater focus on business considerations, whereas Agile is more centered around meeting the needs of customers. By striking the right balance between these two perspectives, the entire development process can be transformed with remarkable results.
  • Developers can quickly and effectively address the ever-changing needs of consumers.
  • Agile has made significant strides in minimizing the gap between consumers’ changing needs and the delivery of relevant solutions. DevOps can enhance and complement these efforts by enabling faster and real-time delivery of software solutions.

In a world where technology has become ubiquitous, the strong collaboration between Agile and DevOps offers the potential for improved software products that are also more secure. Enterprises are encouraged to embrace this partnership to enhance their reputation with consumers and increase their business value in the marketplace.

Benefits of Using Agile With DevOps for Software Development

After considering the conversation, it becomes evident that two seemingly distinct software development methodologies can complement each other effectively if utilized appropriately. Let’s delve into the significant advantages of this excellent collaboration between Agile and DevOps.

1. Greater Flexibility

While Agile is known for its adaptability, it can be a lengthy process to reach a functional product in the testing phase. DevOps can provide valuable assistance in ensuring a smooth and timely transition of the software into the production stage.

2. Cessation of Silos

On occasion, the implementation of Agile in the production environment can lead to the formation of isolated groups. However, the integration of Agile and DevOps results in a comprehensive approach to the development, delivery, and enhancement of the final product. This fosters a collaborative environment where there are no longer isolated groups, but rather a cohesive community working towards common values and objectives in unison.

3. Fewer Bugs and Risks

By merging Agile and DevOps, each release becomes less risky and more valuable, ultimately leading to greater visibility and security.

4. Higher Consumer Satisfaction

When a team can respond rapidly, it leads to increased satisfaction, as consumers are pleased to receive a product that caters to their evolving requirements quickly and efficiently.

5. Greater Employee Engagement

When silos are eliminated, employees are motivated to engage in more meaningful and collaborative interactions. When employees are fully engaged and communication is unrestricted, it has a positive impact on the overall quality of the product.

According to a survey conducted by Coleman Parkes, which involved 1,770 senior business and IT decision-makers at large enterprises across twenty-one countries in the Americas, EMEA, and APJ regions, the implementation of the Agile and DevOps combination in software development processes resulted in:

  • 75% of respondents experienced better employee recruitment and retention
  • 45% increase in employee productivity
  • 29% increase in consumer satisfaction
  • 78% increase in customer experience.

The surveyed enterprises had reported annual revenues exceeding US$1 billion (or US$0.5 billion in some smaller economies).

Things to Consider When Integrating Agile with DevOps

When integrating the Agile methodology with your DevOps team, there are a few essential considerations to keep in mind:

  • Improve your team’s workflow to ensure that the product owner, scrum master, and project manager are not solely focused on the software development process, but also on the delivery and maintenance aspects.
  • Defining the Product Lifecycle
  • DevOps Adoption in every sprint
  • Including QA in each phase and stage of integration
  • Implement service backlog under DevOps
  • Leveraging the right tools
  • Automation of workflow
  • Keep documentation on track, and always
  • Measurement and Analysis

Conclusion

The integration of Agile and DevOps methodologies has proven to be a dynamic solution for overcoming various challenges in modern business. By merging the two approaches, organizations can achieve a more comprehensive and streamlined approach to software development, resulting in higher-quality products delivered efficiently and effectively. Furthermore, this collaboration creates a more collaborative and engaged workforce, promoting increased satisfaction and productivity. As evidenced by recent surveys, the benefits of Agile and DevOps integration are clear, making it a valuable strategy for organizations seeking to succeed in the fast-paced, ever-evolving world of modern business.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Agile, DevOpsTagged #Agile, DevOpsLeave a Comment on Agile and DevOps: Dynamic Solutions for Overcoming Hurdles in Modern Business

What to expect when deciding on a certification process?

Posted on March 16, 2023March 16, 2023 by Marbenz Antonio

What Different Types of Certificates are Available to Pursue? - Graduate  Programs for Educators

Have you been contemplating the idea of obtaining an Agile certification?

The list of certifying organizations may seem overwhelming. Therefore, it is important to reflect on the essential elements that make up a reliable certification program and how it aligns with your aspirations and objectives. While the focus here is on Agile Certifications, these considerations apply to most professional and occupational certifications. The Institute for Credentialing Excellence could serve as a valuable resource to initiate your research. They have outlined some of their crucial standards below.

Evaluation criteria for certification organizations

  • What’s the focus of the program? Does it offer an impartial evaluation of your expertise or abilities that are necessary for proficient execution?
  • Specify the content of the program: Does it correspond to the current industry or professional norms and standards?
  • Training requirements and prerequisites: Does the program deliver the intended learning results and outline the necessary prerequisites for the course?
  • Assessment: In what format is the evaluation conducted: formal tests, instructor evaluations, or demonstrations of competence?
  • Credential maintenance: Does the credential have a time requirement? What is required to sustain it: payment of fees, completion of supplementary courses, or engagement in professional activities such as attending conferences?
  • Identification and student tracking: Is it possible for a prospective employer to authenticate your certification completion?

What are your evaluation criteria?

Which certifications offer the most significant return on investment in the job market? As a working professional, your personal capital is your most valuable asset. Therefore, it is crucial to factor in your available resources and spare time. Below are some aspects to ponder:

  • Reflect on the benefits of adhering to a single certifying organization. This can reduce maintenance expenses and enable you to delve deeply into one organization rather than spreading yourself thin across multiple organizations.
  • What is the expense involved in obtaining and sustaining the certification? Certain certifications can be quite pricey, necessitating attendance in instructor-led classes, payment of annual maintenance fees, or completion of continuing education units.
  • Is there an alternative for self-study with solely an examination fee for the certifications?
  • Do you fulfill the experience requirements to be eligible for the certification? Certain certifications entail a rigorous assessment procedure that necessitates several years of board-sanctioned professional experience.
  • Is your employer willing to cover the cost of your certifications? It is beneficial to have your certifications paid for by your employer.
  • Are you capable of self-directed learning, or do you prefer a more structured learning environment? Both approaches have their advantages, as we all have unique learning styles.

Certification organizations

Which type of certification organization suits you best? In this conversation, we will divide them into several categories. Please note that these categories are based on my own observations, and you may notice some similarities and differences. The essential point to remember is to explore all options without disregarding any possibilities.

Non-profit institutions

Non-profit institutions, such as the Scrum Alliance, have a mission to elevate the standards of the Agile community and overall professionalism. Consequently, they are generally less expensive.

These organizations typically provide an array of resources, including various certifications, white papers, training, blogs, and even conferences. There are substantial benefits to joining a community of like-minded individuals. If you plan on obtaining multiple certifications, it is worthwhile to consider remaining within the same certifying organization. Doing so could save you both money and effort.

PROS

  • This certification enjoys broad acceptance among both industry and government.
  • Affiliates provide training at numerous locations and on various dates.
  • Cheaper than other options
  • Self-study and examination fee options are usually available

CONS

  • Usually has initial membership fees and maintenance fees
  • Continuing education unit requirements may also be required
  • Check on any restrictive prerequisites for their advanced certification

For-profit institutions

For-profit institutions have different intentions and pricing compared to non-profit organizations. As they are profit-oriented, their prices tend to be higher, and their focus may vary.

For instance, Scruminc specializes only in Scrum, while Kanban University concentrates solely on Lean Kanban. Some organizations provide a proprietary framework, such as SAFe.

Additionally, geography can also be a factor, with some certifications available through international institutions and others specific to the United States.

Just like non-profit organizations, it is important to research your alternatives carefully. Check the availability of training and the breadth of their certification offerings.

PROS

  • Specialist credentials might better meet your demands.
  • Depending on the certifying body, training could be widely available.
  • Options for paying for self-study and exams may be offered.
  • For your nation, an international certification would be more appropriate.

CONS

  • Perhaps not generally embraced by business and government
  • Maybe somewhat expensive in comparison to other choices
  • There might not be training offered in your area.
  • Restrictive requirements for advanced certification, such as several years of experience, may apply.

Academic or trade schools

You may want to explore the possibility of attending certification programs at local colleges, universities, trade schools, or adult learning centers. This option could offer more convenient locations, schedules, and affordable pricing. It’s worth checking with your human resources department to see if they offer any reimbursement for these programs.

PROS

  • Centered on the requirements of your sector
  • Provides assistance after graduation in the form of mentoring, career leads, or refresher courses.
  • Credentials from recognized institutions are available upon request.

CONS

  • Most likely a standalone certification
  • Potentially too narrowly focused for your needs
  • Due to a lack of instructors, the program may end early or be short-lived.

Vendor certifications

Certain certifications are geared towards particular products, such as Microsoft’s Azure or Atlassian JIRA. These are specialized tools, and if proficiency in a specific tool is advantageous, then it may be worth considering them.

Certain vendor-specific certifications can be very demanding, which may enhance their market value. It’s also worth considering that certification in one tool may not be of much interest if your organization has already committed to its rival.

PROS

  • The advantage over competitors that use its products
  • Depending on your area of expertise, your clients or business might appreciate you highly.
  • Focused skills result in a low learning curve on-site.

CONS

  • Offers a small benefit if your store doesn’t utilize that technology.
  • These could require more work to obtain than other certificates.
  • May only have a few training facilities, sites, or dates available.

Company-specific certifications

It is uncommon to come across an organization that meets the requirements of a certification program. If your employer does meet these standards, it can be considered a certification program. Keep this in mind when evaluating the available training options for your job.

PROS

  • Free and on business time is a positive.
  • Does it give your business a competitive advantage?
  • The learning curve for new projects will be lowered by acquiring focused abilities.

CONS

  • It’s possible that people won’t recognize it, especially rivals.
  • May be tailored to your business to focus on particular policies or a significantly altered structure.
  • The standard of the information and teaching will differ significantly.

Conclusion

When deciding on a certification process, it is important to consider a number of factors. These include the intended learning outcomes, the form of assessment, the cost and maintenance requirements, and the availability of self-study options. It is also important to consider whether the certification is widely accepted and recognized by industry and government, as well as whether it is offered by a non-profit or for-profit organization. Niche certifications focused on specific products may be beneficial for those seeking expertise in a particular tool, but it is important to consider whether the certification will have value within your organization.

Additionally, organizations themselves may offer training and certification programs, which can be a valuable option to consider. Ultimately, carefully evaluating these factors can help you choose a certification process that aligns with your goals and supports your professional development.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in AgileTagged #AgileLeave a Comment on What to expect when deciding on a certification process?

Winning Organizational Support for Agile

Posted on March 16, 2023 by Marbenz Antonio

Rethink the way you organize your people – Agile by Design Inc.

As a proponent of Agile, they have usually attempted to promote the methodology and persuade others of its advantages. Nevertheless, they have come to recognize that merely using Agile jargon and catchphrases may not consistently be fruitful in convincing others. To effectively advocate for Agile, it’s crucial to grasp your audience’s perspective, communicate using their terminology, and recommend gradual, incremental adjustments when starting out.

1. Understand your audience

To successfully advocate for Agile, it’s crucial to comprehend the concerns and perspectives of your audience. This requires investing time to comprehend their identities, responsibilities, and primary objectives. By doing so, you can customize your message and demonstrate how Agile can specifically resolve the issues and meet the requirements that are relevant to them.

Responding to these five inquiries can help you customize your communication to align more effectively with your audience and create a more compelling argument for Agile methodologies.

  1. Who is the audience? Gaining knowledge about the demographics and job positions of your audience can aid in comprehending their concerns, obstacles, and primary objectives. For instance, if your audience comprises developers, they may be keen on learning about how Agile can enhance their effectiveness and output, whereas if they are managers, they may be more interested in how Agile can augment profits and ROI.
  2. What word resonate most with them? Being aware of the vocabulary and phrases that your audience is accustomed to and that resonate most with them can aid in effective communication. For instance, if your audience is well-versed with the term “Agile” and comprehends its significance, you can incorporate it seamlessly into your discussion. Conversely, if your audience is unfamiliar with the term, you may have to use alternative phrasing or descriptions to convey the essence of Agile.
  3. What are their goals? Grasping the aims and objectives of your audience can aid in harmonizing your communication with their primary objectives. For instance, if your audience seeks to enhance customer satisfaction, you can clarify how Agile can assist in accomplishing this by emphasizing customer participation and adaptability.
  4. What are some real-world examples you can leverage (bonus if it is your own organization)? Incorporating tangible scenarios and analogies can aid in clarifying intricate notions and concepts for your audience. This can enhance the accessibility and comprehensibility of your communication.
  5. What do they already know about Agility? Assessing their background knowledge by inquiring about their prior understanding can provide insights into their comprehension level and enable you to customize your communication accordingly. This can establish a shared foundation and facilitate building on their pre-existing knowledge while also covering the most significant information pertinent to their needs.

By comprehending your audience’s perspective, utilizing relevant terminology, and adjusting your message to correspond with their objectives, you can bolster your argument for Agile methodologies and heighten the likelihood of their acceptance within your organization.

2. Speak their language

One of the major obstacles in promoting Agile is that it frequently involves introducing a new lexicon and specialized terminology that can be perplexing and daunting for those who lack prior exposure to it. For instance, when discussing Scrum, a popular Agile framework, phrases like “Scrum Master,” “Product Owner,” and “Sprint” may be employed. Although these terms may be recognizable to Agile experts, they may hold little significance to others and result in misunderstandings or false impressions. Therefore, it’s advisable to use words and phrases that are more commonplace and relatable to your audience.

Below are some usually used business terminology and expressions that you could utilize instead:

  • continuous learning and improvement in place of retrospective
  • iteration in place of sprint or quarterly planning
  • inspect & adapt in place of retrospective
  • real-time status or predictability in place of the burndown chart
  • capacity planning instead of velocity
  • customer-centric instead of product owner
  • early-and-often feedback instead of sprint review or user acceptance testing
  • quarterly business review instead of portfolio Kanban
  • weighted prioritization instead of the weighted shortest job first or cost of delay
  • value delivery instead of the product increment
  • uncertainty and complexity instead of story points
  • the steering committee instead of a Lean-Agile center of excellence
  • professional communities or learning networks instead of communities of practice

Using familiar language and terminology can enhance communication and facilitate comprehension of Agile concepts and advantages for your audience. It also indicates that you have empathized with their viewpoint and are utilizing terminology that resonates with them. As a result, you can cultivate trust and reliability, which can enhance the likelihood that your message will be acknowledged and acted upon.

3. Suggest small incremental changes

Having an understanding of the organization’s willingness to change is just as crucial as speaking their language. While some clients may be ready for a complete overhaul, most organizations prefer to start with small changes. This may be due to a preference for proof of concept, change fatigue within the organization, or reluctance to make a full commitment.

Proposing gradual and manageable modifications can facilitate the transition and enable you to create a sense of progress. Commencing with small changes can assist your audience in gradually embracing Agile practices and cultivating an Agile mindset. By exhibiting success with these modest changes, you can inspire others to take notice and become more invested in driving the changes that you are advocating for.

Here are five simple adjustments that you can suggest to your audience to help them embrace Agile principles:

  1. Introduce a 15-minute daily team huddle: Regular communication and collaboration among team members are essential practices of Agile. A simple way to facilitate this is by suggesting the implementation of a daily stand-up meeting, commonly known as a Scrum meeting. Such meetings can aid in improving communication, alignment, and collaboration among team members.
  2. Prioritize customer feedback: You can motivate your team to actively seek and integrate customer feedback into their work, which can lead to delivering value that meets customer needs and increases their satisfaction.
  3. Experiment with an iterative approach: Propose to the team to experiment with a more iterative approach to their work by dividing larger projects into smaller, more manageable pieces and delivering functional software in short sprints. By doing so, teams can promptly adapt to changes and novel concepts, ultimately enhancing customer satisfaction.
  4. Encourage continuous learning and improvement: Motivate the team members to regularly evaluate their work and discover ways to enhance their processes. This can be achieved through frequent retrospectives or other continuous improvement techniques.
  5. Emphasize customer value: Encourage your team to adopt a customer-centric approach by focusing on delivering value that aligns with the needs of the customers or stakeholders. By doing so, team members will have a better understanding of how their work impacts the customer and can prioritize their goals accordingly, ultimately leading to higher customer satisfaction.

Conclusion

Winning organizational support for Agile requires an understanding of the audience, their perspective, and the organizational appetite for change. It involves using relatable language and aligning the message with their priorities to build trust and credibility. It’s important to start with small, incremental changes to ease the transition and build momentum, and demonstrate success to help drive the change. Encouraging regular communication, collaboration, customer feedback, iterative approaches, reflection, and customer value can all contribute to Agile adoption. Ultimately, winning organizational support for Agile requires a persistent and collaborative effort to create a culture of continuous learning and improvement.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in AgileTagged #AgileLeave a Comment on Winning Organizational Support for Agile

The Cloud turns Vertical

Posted on March 15, 2023 by Marbenz Antonio

Cloud Computing, key to the democratization of innovation - Iberdrola

Organizations can use cloud solutions tailored to their industry to automate tasks that were previously done manually. This allows them to redirect their attention toward differentiating themselves from competitors.

Cloud and software vendors are currently providing industry-specific solutions that update outdated processes and stimulate innovation. By doing so, organizations are able to allocate their resources toward distinguishing themselves from competitors.

As the world shifts from a pandemic-focused economy to a more forward-thinking one, numerous organizations are seeking ways to improve their agility and effectiveness by migrating their business processes to the cloud.

To meet this demand, major cloud companies, software vendors, and system integrators are creating a variety of cloud-based solutions, accelerators, and APIs that are preconfigured to cater to the typical needs of various industries. These solutions are purposely designed to be easy to adopt and can be customized to form a digital edge for organizations.

Regardless of the specific combination of applications, tools, or services that users choose from these offerings, the cloud serves as the foundation that binds them to robust business process solutions. As an illustration, a leading automobile manufacturer has collaborated with cloud vendors to create cloud-based connected car application development services for the transportation sector. The platform incorporates industry-specific solutions as well as IoT, machine learning, analytics, and compute services that manufacturers can utilize to create connectivity frameworks for their vehicles.

Initially, the healthcare industry utilized cloud processes for handling administrative data. Compliance with the Health Insurance Portability and Accountability Act of 1996 (HIPAA) played a pivotal role in the next stage of the healthcare sector’s cloud adoption journey, as healthcare organizations started to store patient data in the cloud. Currently, innovative healthcare providers are investigating how they can utilize HIPAA-compliant cloud models to enhance medical treatments.

Within the next 18 to 24 months, we anticipate an increasing number of organizations across various industries will start to investigate how industry-specific clouds can assist them in meeting specific vertical requirements. In fact, according to Deloitte’s analysis, we estimate that the industry cloud market could be worth up to US$640 billion in the next five years.

Undoubtedly, the trend of adopting vertical-specific cloud solutions is rapidly gaining traction, and therefore, it is advisable to start examining the potential benefits it can offer to your organization. One way to begin is by assessing your business process ecosystem to identify which processes you would be open to sourcing from external vendors, and the advantages and disadvantages of doing so.

As an important aspect of this evaluation, endeavor to evaluate the extent to which your existing processes align with your short- and long-term business strategies, and identify areas that require enhancements. Furthermore, bear in mind that the expanding list of cloud-based capabilities could trigger innovative business models and unconventional possibilities.

Lastly, the trend of adopting industry-specific cloud solutions offers a much-needed chance to reorganize IT. As organizations commence to outsource IT functions and business processes that do not provide any competitive edge, they can reallocate their focus and resources towards developing “distinguishing” systems and services that do so. This will allow them to simultaneously establish an enduring capacity to adapt to change.

This evaluation doesn’t have to be an extensive, two-year undertaking. Instead, it can be carried out in smaller, manageable stages that enhance efficiency and efficacy in most processes along the way. Concurrently, you can begin redirecting your workforce and resources toward the unique processes that provide a competitive edge.

From infrastructure to industry verticals

The Cloud goes vertical trend is not a new concept, with organizations adopting cloud-based software for similar compliance, data management, and business process needs in the 2000s. However, what’s new is the availability of actual industry-specific processes and the expectation for cloud vendors to offer “common core” solutions that address shared needs across industries. Cloud and software vendors now provide a vast array of modular, industry-specific processes accessible through APIs, enabling engineers and system architects to connect targeted systems in a shared cloud network easily. This represents a significant advance from compliance-based offerings of the past.

Given this context, we can expect this trend to manifest in the following ways:

Hyperscalers climb the stack

Amazon Web Services (AWS), Google Cloud Platform, and Microsoft Azure offer cloud-based industry-specific enclaves that automate business processes unique to sectors such as healthcare, manufacturing, automotive, retail, and media. They provide infrastructure-as-a-service (IaaS) and platforms-as-a-service (PaaS), along with hyper-scaler-developed products and services that automate higher-order processes. Organizations can also access a growing ecosystem of sector-specific business capabilities from established vendors like Oracle, Salesforce, SAP, and ServiceNow, as well as startups and open-source projects.

Focus on differentiation

Consider your home-grown code before adopting cloud-based industry-specific solutions. Your customized code provides a competitive advantage and meets your unique needs. Assess your existing capability and determine if it’s better than what’s available off the shelf. If it’s special and sets you apart from competitors, keep it. If not, consider using an industry API. Determine where your company wins in the marketplace and which technologies make those wins possible. Invest in in-house analytic capabilities that deliver competitive differentiation and guard them jealously. Everything that doesn’t separate you in the market becomes commodities and can be provisioned as business services from cloud or software providers.

Consider implementing the following steps as you explore the potential benefits of the Cloud goes vertical trend, some of which may be overdue:

  1. Collaboration between business and IT leaders is crucial in identifying where the company currently excels and where it can win in the future. This requires a mutual understanding where the business must have a deeper knowledge of technology and IT must comprehend the business strategy and the pivotal role technology plays in driving it. This joint understanding enables both teams to pinpoint the essential technologies that will deliver success.
  2. Compile a list of business procedures and the cloud-based tools that aid in their execution.
  3. Determine which processes and technologies that provide a competitive advantage should be kept in-house. Additionally, identify areas of your business that could leverage the new set of technology offerings made possible by the cloud.
  4. Collaborate with cloud service providers, software vendors, and integrators to strategize for the next stage of your cloud transformation.

Build the capacity for change

Access to best-in-class solutions and experimental tools is important for organizations to connect all the dots in their digital transformation strategies. This requires a willingness to embrace disruption and stay on top of the latest industry cloud offerings. With the constant evolution of tailored clouds for specific industries, cloud technology can provide the agility to change continuously. Adopting industry cloud solutions can be the next leg of your cloud journey, simplifying management and upgrading processes while enhancing scalability and affordability.

Conclusion

The positive aspect is that adopting the Cloud goes vertical trend doesn’t need a major overhaul. Instead, it can be achieved gradually with careful planning, which helps avoid complex legacy app renewals or disruptive core modernization projects. Each step taken towards this trend improves the efficiency and effectiveness of your systems.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in AgileTagged #Agile1 Comment on The Cloud turns Vertical

Scaled Agile Framework (SAFe): Explanation On Things You Need To Know

Posted on March 13, 2023March 14, 2023 by Marbenz Antonio

Scaled Agile Framework (SAFe) has become increasingly popular over the past few years as companies strive to achieve more agility in their software development processes. However, for those unfamiliar with the concept, it can be challenging to understand what SAFe is and how it works. This article aims to provide an overview of the Scaled Agile Framework, explaining its core principles and benefits, and providing insight into how it can be implemented in your organization. Whether you are a software developer, manager, or business owner, this article will give you the knowledge you need to understand SAFe and how it can help your organization achieve greater business agility and success.

What is the Scaled Agile Framework (SAFe)?

According to Atlassian, the Scaled Agile Framework® (SAFe®) is “a set of organizational and workflow patterns for implementing agile practices at an enterprise scale.” The framework provides guidance on roles and responsibilities, planning and work management, and values to uphold.

SAFe aims to foster cooperation, consistency, and efficient project delivery across numerous, agile product delivery teams. It is founded on three key disciplines, including agile software development, lean product development, and systems thinking.

As organizations expand, SAFe presents a well-defined method for implementing lean agile transformation practices at an enterprise scale. The framework comprises four different configurations that cater to different degrees of scaling, which are Essential SAFe, Large Solution SAFe, Portfolio SAFe, and Full SAFe.As businesses expand, SAFe offers a structured approach to scaling agile. There are four SAFe configurations to suit various levels of scale:

·         Essential SAFe

·         Large Solution SAFe

·         Portfolio SAFe 

·         Full SAFe

(n.d.). What is SAFe? Atlassian. https://www.atlassian.com/agile/agile-at-scale/what-is-safe

What are the benefits of the Scaled Agile Framework?

The SAFe framework offers several significant advantages, including improved teamwork, enhanced planning predictability, and increased customer satisfaction. Fortunately, these benefits are not just based on claims but are supported by a 2020 study conducted by Koblenz University of Applied Sciences.

Scaled Agile, the organization behind SAFe, reports that over 1,000,000 individuals across 20,000 companies worldwide have recognized the advantages of scaling agile using SAFe. Customer case studies collated by the organization demonstrate typical outcomes such as those mentioned above.

Enhanced time-to-market

Enhanced time-to-market is a key advantage of scaling an agile team using SAFe. By harmonizing value-centric cross-functional agile teams, major corporations can swiftly address customer requirements. By harnessing the capabilities of the Scaled Agile Framework, they can expedite decision-making, improve communication, optimize processes, and prioritize customer-centricity, all of which help expedite product delivery to the market.

Quality Improvement

One of SAFe’s fundamental values is built-in quality, which emphasizes the significance of incorporating quality throughout every stage of the development process. Consequently, when organizations scale agile practices using SAFe, quality ceases to be an afterthought and becomes a shared responsibility across all members of the development team.

Productivity Increases

SAFe facilitates quantifiable enhancements in productivity by empowering high-performing teams and teams of teams to eliminate superfluous tasks, recognize and eliminate bottlenecks, perpetually improve their processes, and ensure that they are constructing the appropriate deliverables.

Improved employee engagement

Improved employee engagement is a valuable outcome of adopting more effective work methodologies, leading to greater staff satisfaction. Scaling agile using the Scaled Agile Framework offers one such benefit by empowering knowledge workers to attain autonomy, mastery, and purpose – the primary drivers of intrinsic motivation. Organizations implementing SAFe have the means to minimize employee burnout and elevate job satisfaction levels.

(n.d.). How the Scaled Agile Framework® Benefits Organizations. Scaled Agile. https://scaledagile.com/what-is-safe/scaled-agile-benefits/

SAFe vs. other Agile scaling frameworks

SAFe is by far the most used framework for implementing Agile at scale.

According to data from the 2020 Status Quo (Scaled) Agile report, SAFe is easily the most popular choice.

Over half of Agile enterprises that use scaling frameworks use SAFe. The only close runner-up is custom in-house frameworks.

Upon examining other frameworks, it becomes clear why most organizations opt for SAFe or custom in-house agile frameworks anyway. For instance, the LeSS (Large Scale Scrum) framework prioritizes scaling Scrum without much emphasis on the business processes in a large company, expecting all teams to self-organize. Similarly, the Spotify Model is more of an aspirational model than a framework, as acknowledged by the co-author of the original white paper, and has not been successfully implemented.

(n.d.). SAFe vs. Other Agile scaling frameworks. Monday.com. https://monday.com/blog/project-management/scaled-agile-framework/.

Certified Scaled Agile Framework Leading SAFe® 5.1 Training Overview

During this two-day course, you will gain the knowledge of seven core competencies necessary to lead a Lean-Agile enterprise by leveraging the Scaled Agile Framework® (SAFe®), and its underlying principles derived from Lean, systems thinking, Agile development, product development flow, and DevOps. This course explores the five competencies needed to become a Lean Enterprise, whilst allowing participants to practice the skills required for supporting and executing Program Increment (PI) Planning events and coordinating multiple Agile Release Trains (ARTs).

(n.d.). Leading SAFe Overview. PM-Partners. https://www.pm-partners.com.au/course/leading-safe-certification/.

SAFe Principles

The objective of the Scaled Agile Framework’s principles is to enhance the entire organization by encouraging lean-agile decision making that transcends functional and organizational boundaries. These principles are designed to impact not only the leaders and managers but also every individual in the organization, conditioning their mindset to move away from traditional waterfall thinking towards lean-agile thinking. This includes the implementation of practices like Lean Portfolio Management.

  •         Take an economic view: prioritize value maximization and cost reduction, as in Lean.
  •         Apply systems thinking: keep the big picture in mind when optimizing individual processes.
  •         Assume variability, preserve options: avoid locking in design decisions prematurely.
  •         Build incrementally with fast, integrated learning cycles.
  •         Set realistic milestones based on workflow, such as releasing a product increment.
  •         Visualize and limit work-in-progress, reduce batch sizes, and manage queue lengths.
  •         Apply cadence, synchronize with cross-domain planning to maintain momentum.
  •         Unlock the intrinsic motivation of knowledge workers: support their desire to do good work.
  •         Decentralize decision-making: empower teams to generate ideas and reduce bottlenecks.
  •   Organize around value: prioritize delivering value to customers in all aspects of the organization.

Who is this Scaled Agile Framework Training Course intended for?

This course is designed for individuals in various roles and positions, including:

  •         Executives, Leaders, Managers, Directors, CIOs, and VPs
  •         Development, QA, and Infrastructure Management professionals
  •         Programme and Project Managers
  •         Product and Product Line Management personnel
  •         Portfolio Managers, PMO, and Process Leads
  •         Enterprise, System, and Solution Architects

Is SAFe the right choice for your company?

SAFe aims to transform large enterprises into Lean and Agile organizations by integrating various practices such as Lean, Agile, DevOps, UX, Design Thinking, and more into a comprehensive framework. SAFe brings together these practices to create a recipe that helps large enterprises achieve Agile transformation. It brings forth many valuable concepts, however, the framework can become overwhelming due to the sheer number of ideas presented. 

Often, people can get so caught up in understanding and implementing SAFe that they lose sight of the underlying Lean and Agile principles. It’s essential to focus on the “why” before making any modifications to the framework. Instead of solely adhering to SAFe’s recipe, companies need to customize it to fit their specific needs. Unfortunately, many companies fail to reach this level of customization and end up missing the forest for the trees. They prioritize following the SAFe framework over-delivering value to the customer in a timely manner.

What are the objectives and learning goals?

  •         Gain an understanding of the SAFe® 5.1 framework
  •         Apply SAFe® to the already existing Agile and Lean methodologies that are in place at your organisation
  •         Harmonise and collaborate with multiple Agile teams
  •         Coordinate resolutions to the largest issues
  •         Support the implementation and transformation of SAFe® into your organisation
  •         Build an Agile portfolio
  •         Course attendees may be eligible to apply for 15 PDUs toward their continuing education requirements with the Project Management Institute (PMI) for PMP, PgMP, and PMI-ACP certifications

(n.d.). What are the objectives and learning goals? Theknowledgeacademy. https://www.theknowledgeacademy.com/au/courses/agile-training/certified-scaled-agile-framework-leading-safe-training-and-exam/

SAFe 5.1 Agilist Exam Prerequisites

To take this course, it is required that learners hold an undergraduate degree or a high school diploma. Additionally, it is suggested that they have at least five years of experience in software development, testing, business analysis, or project management. It is also recommended that learners have a fundamental comprehension of Agile Scrum.

What companies use Scaled Agile?

ANZ Bank

ANZ bank is “shaking up its management style” by rolling out a ‘Scaled Agile’ approach across its Australian division.

The method of organising and delivering work – used by digital companies like Spotify and Google as well as financial institutions such as ING and ABN AMRO – will improve the way ANZ responds to customer needs and improve productivity, the bank said.

(n.d.). ANZ bank goes all-in with ‘Scaled Agile’ approach. CIO. https://www.cio.com/article/213835/anz-bank-goes-all-in-with-scaled-agile-approach.html

FitBit

In 2016, consumer technology company, Fitbit, released four new products to the market that were positively received by consumers, and shipped over 22 million devices. Delivering its highest number of products in a year is due in part to the company’s commitment to, and success in adopting other agile frameworks and SAFe® (Scaled Agile Framework®) as a way to scale the team to meet target dates.

FitBit adopted a heavyweight scaled Agile framework between 2015 and 2016 to expand their Scrum efforts. In 2015, they began with 12 Scrum teams and, by 2016, these teams had collaborated on the launch of four new products. On average, there were four teams assigned to each product.

(n.d.). CASE STUDY: Fitbit Fitbit’s Agile Development Journey. Scaled Agile Framework. https://www.scaledagileframework.com/fitbit-case-study/

Volvo Cars

As cars steadily become “computers on wheels”, Agile management is spreading from software development to the whole firm. Last year, I wrote about Toyota here. Earlier this month, I interviewed Anna Sandberg, who is Head of Continuous Improvement & Change at Product Creation, Volvo Cars in Gotherburg, Sweden. Volvo Cars has around 40,000 employees and produces around 700,000 cars per year.

Volvo Cars had an Agile movement that originated from individuals and software teams who had been adopting Agile practices for a long time. However, the company struggled to expand these efforts. To address this, they aimed to scale the Agile transformation across the software community and the entire product range, including hardware and software. The goal was to develop these components in an integrated manner and keep up with the fast-paced changes in the automotive industry. The company realized that their previous approach was too slow, and they needed to accelerate development.

(n.d.). Why And How Volvo Embraces Agile At Scale. Forbes. https://www.forbes.com/sites/stevedenning/2020/01/26/how-volvo-embraces-agile-at-scale/?sh=579d29e44cf0

Companies that will benefit from SAFe

SAFe is a suitable option for many companies, and for some, it is an obvious choice. Companies that fall under the following categories can benefit from SAFe:

  •         Large companies that struggle to keep their focus on customers
  •         Large companies operating in fast-paced industries where flexibility is crucial
  •         Medium-sized companies managing a diverse portfolio of projects
  •         Companies in regulated industries with demanding external stakeholders
  •         Companies experiencing challenging price pressures and customers who seek Agile methodologies

However, even if your company does not fit perfectly into any of the above categories, it is not a reason to dismiss SAFe entirely. The list is non-exhaustive and emphasizes ideal use cases.

Is SAFe agile training worth it?

Many applicants inquire, “Is the SAFe Agilist Certification worth it?” Despite numerous inquiries, the value of SAFe Agilist Certification has not diminished in any way.

Obtaining the SAFe Agilist Certification is beneficial as it enables individuals to manage their credentials effectively. This certification also grants access to a wealth of resources, including professional development opportunities, to ensure that their knowledge of SAFe remains current and relevant.

How hard is the leading SAFe exam?

The Leading SAFe 5.1 exam is 90 minutes, and 45 questions with a 35/45 (77%) score required to pass. Questions are multiple-choice, and the exam is taken online after the first course completion (you have a time limit of 30 days to sit the exam). The exam is taken online in your web browser via Scaled Agile’s Community Platform, which you will receive an invite to after registering for a course.

It is not an easy course but most people should pass it if they prepare properly. Scaled Agile categorizes this certification exam as “Foundational; Competent, some knowledge or experience; can perform tasks with assistance”. If you don’t pass on your first attempt you can purchase additional resits for $50 per attempt.

(n.d.). How difficult is the Leading SAFe exam? Medium. https://medium.com/lean-agile-mindset/how-to-prepare-for-and-pass-leading-safe-6468be0534ea

How do I prepare for leading SAFe certification?

Here are some suggestions to help you pass the Leading SAFe exam:

  • Read the course material beforehand to gain a better understanding of the concepts covered in class.

  • Pay close attention to the Exam Study Guide, which outlines the percentage breakdown of topics appearing in the exam. Some questions are not covered during the course but are discussed in the articles listed in the guide.

  • Use the practice exam available on the SAFe Community Platform. This replica of the real exam format allows for unlimited attempts, but try to aim for a score of around 90% before taking the actual exam. Note: while half of my students find the difficulty level of the practice and actual exam equal, the other half report finding the practice exam easier.

  • Focus on areas where you are weak. Team members may struggle with Lean Portfolio Management questions, while managers may struggle with questions on Team and Technical Agility.

  • If possible, take the exam within ten days of attending the course to retain the material’s freshness in your mind.

Conclusion

In conclusion, Scaled Agile Framework (SAFe) has become increasingly popular in recent years, as companies strive to achieve greater agility in their software development processes. SAFe is a set of organizational and workflow patterns for implementing agile practices at an enterprise scale. It offers several significant advantages, including improved teamwork, enhanced planning predictability, increased customer satisfaction, enhanced time-to-market, quality improvement, productivity increases, and improved employee engagement. SAFe is by far the most used framework for implementing Agile at scale, and it is supported by over 1,000,000 individuals across 20,000 companies worldwide. 

References

https://www.atlassian.com/agile/agile-at-scale/what-is-safe

https://www.theknowledgeacademy.com/au/courses/agile-training/certified-scaled-agile-framework-leading-safe-training-and-exam/

https://www.pm-partners.com.au/course/leading-safe-certification/

https://www.simplilearn.com/agile-and-scrum/safe-agilist-certification-training

https://monday.com/blog/project-management/scaled-agile-framework/


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Agile, Online Training, SAFe, Training ProgrammesTagged SAFeLeave a Comment on Scaled Agile Framework (SAFe): Explanation On Things You Need To Know

Agent of Agile Change

Posted on March 6, 2023 by Marbenz Antonio

The Role of the Agile Change Agent

Develop your practical skills in agile methodologies and adaptability

The Agile Change Agent course offers a hands-on approach to defining, organizing, and overseeing change initiatives for yourself and your team, focusing on acquiring strategies that can be implemented in various projects and change efforts.

The courses are structured around the second edition of the highly acclaimed book “Agile Change Management – a practical framework for effective planning and execution of change”. The program centers on utilizing agile planning methods to establish a roadmap that outlines which outcomes, ranked by their business value, will be accomplished and the timeline for their implementation.

The course comprises five modules, with each subsequent module expanding on the concepts of the previous one, creating a comprehensive lifecycle model that progresses from ideation to implementation and integration of novel methodologies:

  1. Concept: These modules amalgamate agile principles with the most effective change management practices.
  2. Roadmap: is an uncomplicated yet efficient agile planning method that establishes the timeline for completing work and attaining benefits.
  3. Business Need: The course covers a variety of methods for recognizing the benefits of our change effort, which are employed to rank the work in order of importance and encourage ourselves and others to embrace novel methodologies.
  4. Relationship Building: Creating a strategy for interacting with others, which involves determining what information to disclose, how to disclose it, and how to provide opportunities for others to enact change.
  5. Environment: Strategies for fostering a supportive and motivating environment for individuals who need to adopt new work methodologies, which includes techniques for instilling reassurance and encouragement.

In courses, you’ll have numerous chances to observe, apply, and learn new skills, allowing you to develop proficiency through hands-on practice with customized checklists, questionnaires, and methods that are tailored to your specific circumstances.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in AgileTagged #AgileLeave a Comment on Agent of Agile Change

Business Transformation is more than just an IT decision

Posted on February 28, 2023February 28, 2023 by Marbenz Antonio

Five reasons why digital transformation is essential for business growth | IT PRO

According to a recent Raconteur article, the new IT plays a crucial role in the process of business transformation, which encompasses various tools such as cloud services, ERP software, CRM platforms, data lakes, and HR management tools. However, an organization needs to determine the appropriate IT to purchase and find ways to maintain a prosperous transformation beyond acquiring new hardware and software.

Initially, it is important to comprehend the concept of transformation. This involves identifying the destination for your business, determining the objective, and ascertaining if you help to expand. Scaling the organization as a whole is often a prerequisite for growth, which may necessitate adopting various technologies, in addition to hiring suitable personnel to assist with scaling efforts.

Currently, the process of transformation typically involves upgrading the methods used by IT to support a business. This involves shifting away from traditional in-house IT support towards outsourced cloud computing. Nonetheless, transitioning from server-based IT to cloud services could potentially result in exorbitant expenses to attain a “Rolls Royce” level of quality, whereas opting for a cheaper service may be more affordable but compromise on quality.

Normally, a business ought to possess a roadmap and a comprehensive comprehension of how the IT function, and the business will collaborate to implement novel technologies. This will be integrated into a business plan for the upcoming one to five years, which should contemplate how to scale the business, whether gradually or more ambitiously.

In the end, it is imperative to have honest discussions within your organization to ascertain what is genuinely necessary. Otherwise, you may fall into the trap of purchasing the latest “shiny new thing,” whether it is required or not. Developing a well-structured plan entails outlining all the essential elements and incorporating risk assessments to prepare for any potential complications.

The risks of relying on new technology alone to deliver business transformation

The majority of transformations are not without issues, particularly when they involve resolving challenging problems or unanticipated circumstances. Whenever you introduce new elements, specially customized configurations, it is essential to anticipate that something may go wrong. Therefore, it is critical to have monitoring systems in place to detect and manage any issues that may arise. You must also decide whether to rely on the in-house IT team to resolve these issues or to engage an outsourced service provider.

As part of the transformation process, you must consider who will be responsible for supporting the technology, along with governance and training for users. Additionally, you need to identify a liaison point who will communicate with any external support provider.

Sustaining a transformation – operations and culture

The Raconteur article briefly acknowledges the significance of considering the operational and cultural aspects of a planned transformation. However, what does this entail in practice when it comes to maintaining a successful transformation?

Undoubtedly, unexpected challenges will arise during any transformation. Therefore, it is crucial to have adequate personnel and processes in place, with a clearly defined support model that encompasses updates and upgrades. All these aspects should be systematically documented, including any associated costs or training requirements.

It is logical to have individuals who possess a deep understanding of the problems at hand and can effectively communicate with external support services regarding technical matters. It is crucial to comprehend the nature of their proposals and how much they will cost.

The ITIL 4 framework includes an entire section dedicated to service operations, with several elements of best practice guidelines that can assist in implementing transformational change within your organization.

An important component of this process is cultural adoption and the effective utilization of technology. As you introduce new technology, it is essential to establish user groups or communities that can provide feedback throughout the process. This approach allows you to incorporate feedback into future changes and engage more users. Ideally, this should address their primary concern of “what’s in it for me?”.

Failing to do so will result in negative experiences, which can cause people to lose interest and resist adopting new technology and workflows. It is crucial to bring people along on this journey, and approaches such as organizational change management within ITIL 4 offers a framework for helping individuals navigate change. Neglecting this aspect is, in my opinion, one of the most significant missed opportunities in business transformation.

A place to start with transformation

If you are creating an agenda for the beginning of a business transformation program, what key items should be included?

  1. Develop a comprehensive checklist of required items, including technology.
  2. Design a communication and outreach strategy to inform stakeholders of the upcoming changes, the rationale, the timeline, and how they will benefit.
  3. Create a plan for managing adoption and facilitating organizational change.

It’s important to keep in mind that transformation and modernization are ongoing processes. It’s never a one-time event, and even while maintaining current operations, you need to anticipate what’s next in terms of technology and the future of your organization.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Agile, DevOps, ITIL 4, PRINCE2Tagged #Agile, DevOps, ITIL, ITIL 4, PRINCE2Leave a Comment on Business Transformation is more than just an IT decision

Building a Skills Required and Managing Digital Change

Posted on February 28, 2023 by Marbenz Antonio

5 Ideas for Developing Real-World Thinking Skills

An essential component of any digital transformation plan involves utilizing advanced tools for data management, analysis, and interpretation.

The significance of this lies in the fact that having a comprehensive understanding of data can enable organizations to achieve greater levels of efficiency. However, achieving this objective necessitates dedicating more time to utilizing data for making informed business decisions, which is not always the norm.

Usually, most of a team’s time and energy is spent on tasks related to collecting, refining, modifying, and analyzing data to determine its usefulness. This results in significant labor-intensive work that contributes little to no value.

A change in behavior is required to shift an organization’s approach towards a more business-oriented use of data, with a greater emphasis on achieving desired outcomes and reaping benefits, rather than simply producing outputs. It is only when data is leveraged intelligently that it can have a transformative impact.

An instance of benefits realization within this organization pertains to the payment collection process for the electricity it generates. In the past, this process was often time-consuming and could take over a month to raise a payment claim with a company. However, leveraging a deeper understanding of data allows the organization to track power generation in real-time and automate the payment claim process. This has led to a significant increase in efficiency, eliminating the need for hundreds of man-hours.

What are the skills required to implement such changes within organizations?

Developing the right skills

In addition to possessing data and machine learning engineering skills, organizations require individuals with expertise in change management.

An important aspect of this process involves training ourselves to ask the appropriate questions. For instance, in digital transformation, instead of inquiring about what people want (which usually centers on present needs rather than those required for a transformed future), they have learned to comprehend the tasks they perform. Their needs, and subsequently suggest suitable solutions.

Acquiring the skills necessary for achieving this objective requires a focus on continuous improvement, which can be gleaned from various best practice sources.

  1. PRINCE2 for the overall roadmap – The classic project management approach offered by PRINCE2, along with its association with program management, continues to be one of the most effective means of communicating with senior management regarding our initiatives.
  2. PRINCE2 Agile – understanding the agile world – Suppose your organization, like theirs, is transitioning towards a fully agile approach to software or product delivery, utilizing methodologies such as Scrum. In that case, PRINCE2 Agile can assist in managing ideas in a more sequential manner before engaging agile teams for development. This involves implementing two-week sprints, daily stand-ups, and a meeting every two weeks to review the roadmap with various individuals in the team.
  3. ITIL 4 and digital strategy – ITIL 4 has proven to be highly valuable in assisting me in devising a digital strategy. As the Head of AI Implementation, comprehending how digital strategy translates into practical implementation is critical for my role.
    How does collaboration between individuals possessing varying skills to work? In their organization, the majority of individuals do not necessarily require a deep understanding of the agile framework. Instead, they can approach these activities from a project perspective without needing to be directly involved with the framework.
    Pure developers must comprehend the broad business objectives but can concentrate solely on agile development without engaging in the planning of the roadmap.

A blended approach to best practice

In contemporary times, it is an inescapable truth that organizations undergoing digital transformation require appropriate tools for the job, necessitating the integration of diverse sets of best practice skills into their firms. This, in turn, gives rise to new breeds of individuals possessing innovative approaches and occupying novel roles.

Effective communication is also an important aspect of this process. Right from the commencement of a transformation, it entails fostering closer relationships with people and inspiring them about the anticipated changes.

Leveraging data for facilitating transformation, which may encompass machines and artificial intelligence, should not merely be restricted to the composition of computer code but should instead be viewed as a journey of progress that people must actively participate in and feel enthusiastic about.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in Agile, DevOps, ITIL 4, Lean, PRINCE2Tagged #Agile, #AgilePM, ITIL, ITIL 4, Lean, PRINCE2Leave a Comment on Building a Skills Required and Managing Digital Change

Effective Risk Management for Agile Projects

Posted on February 22, 2023 by Marbenz Antonio

Tout savoir sur le risk management en entreprise à La Réunion

Enterprises are embracing digital transformation, incorporating emerging technologies like artificial intelligence, and devising novel ways to offer their products and services in a more efficient manner to succeed in the post-pandemic landscape. To achieve their goal of digital acceleration, which is to reduce the lead time to market, many enterprises are adopting Agile approaches for their business, technology, and process-oriented projects. Agile projects typically involve small, agile teams that work in short cycles called “sprints,” lasting usually two weeks, to develop and deploy solutions. The objective is to quickly implement changes in technology and business and to facilitate a faster time-to-market for products and services.

With the adoption of Agile methodologies, enterprises must reconsider their control functions, such as risk management, to keep up with the more frequent release cycles and build the ability to provide prompt advice to risk owners. To address this requirement, an Agile risk management process combines project and enterprise risk management practices with Agile methodologies to establish a flexible, risk-based approach to project delivery. This process enables enterprises to determine which risks can be tolerated in pursuit of digital acceleration while taking into account their risk appetite and tolerance thresholds. The aim is to assist enterprises in making informed decisions by integrating risk management into Agile delivery processes and creating a risk-driven culture.

What is Agile Project Delivery?

Agile project delivery employs a collaborative, iterative approach to project management that prioritizes the prompt and incremental delivery of a solution and emphasizes the business value and progress transparency. Instead of creating rigid schedules and tasks, Agile divides time into sprints, which are defined periods (typically lasting between one to four weeks) during which specific deliverables are planned and executed. These deliverables are determined based on a running list of requirements, which is planned one sprint in advance.

Before commencing the sprint cycle, the product owner solicits input from stakeholders to identify the objective for the solution and prioritizes the product backlog (as shown in Figure 1). During sprint planning, the developers select prioritized features from the product backlog, determine how to accomplish the sprint, establish a deadline for completion, and create a sprint backlog. Throughout the sprint cycle, the team conducts daily scrum meetings to monitor progress toward the sprint goal, discuss obstacles, and plan for the following day. The sprint concludes with a potentially shippable solution that is prepared for customer review and use. The team then conducts a sprint review of the finished solution and a retrospective analysis of the completed sprint cycle, utilizing insights gained to inform the subsequent sprint cycle. This process repeats itself with a sprint planning session to devise the next incremental solution.

‘A COBIT 2019 Use Case: Financial Institutions in Georgia
Figure 1 – Agile Risk Management Process

In Agile project delivery, the scrum team relies on frequent planning, objective-setting, and feedback loops to concentrate on the sprint’s objectives, ultimately leading to improved productivity, quality, and customer satisfaction.

What Is the Role of Risk Management for Agile Projects?

According to the 2020 Standish Group Chaos Study, Agile software projects have a threefold greater likelihood of succeeding than Waterfall, while Waterfall software projects are twice as likely to fail. Nonetheless, it is crucial to recognize that “Agile is not a cure-all.” The necessity for organizational agility has not removed the need to handle uncertainty, which is commonly referred to as risk.

According to ISACA, the risk is defined as “the likelihood and impact of an event,” which encompasses both opportunities for benefit (upside) and obstacles to success (downside). Risk and opportunity are interrelated. To deliver business value to stakeholders, enterprises must undertake numerous activities and initiatives (opportunities) that involve varying degrees of uncertainty and, as a result, risk. In Agile project delivery, it is necessary to examine this risk assessment to determine which risks are worth pursuing and what value can be anticipated in return.

How Is Risk Managed in Agile Projects?

The agile methodology does not provide a universal definition of risk or a standardized approach to risk management. As pointed out by project management expert Roland Wanner, “the Scrum Guide does not explicitly address risk management, except for these brief references.”

  • The incremental approach with sprints reduces risk.
  • Sprints increase predictability and limit cost risk to a maximum of one month.
  • Constant “Artifact Transparency” helps optimize (business) value and reduce risk.”

Despite the lack of explicit guidance on risk management, Agile methodology is described as risk-driven, and its implicit practices lend themselves to an adaptive style of risk management. For example, the flexibility of sprint planning is a response to uncertainty, allowing teams to tackle small portions at a time in order to ultimately deliver the completed solution.

Risk Management Limitations with Agile Project Delivery

While Agile methodology is naturally equipped to handle certain risks that arise during the sprint cycle, it is not the only type of risk that may occur throughout a project’s duration. In larger organizations, there may be additional risks related to the external, organizational, and project environments, such as corporate reputation, project financing, user acceptance of business changes, and regulatory compliance. Most Agile literature focuses on risks at the sprint level and does not address the management of this type of project risk.

A recent solution to address this challenge is to implement an Agile risk management process that customizes Agile methodologies to integrate project and enterprise risk management practices according to the specific risk context of the project, such as its size, complexity, and strategic significance.

What is Agile Risk Management?

The Agile risk management process, as illustrated in Figure 2, is a flexible and recurring cycle that is implemented per sprint, allowing for customization during the “setting context” stage to determine suitable project and enterprise risk management strategies to handle risk factors at the project level (e.g., project financing) and sprint level (e.g., meeting deadlines).

‘A COBIT 2019 Use Case: Financial Institutions in Georgia
Figure 2 – Agile Risk Management Process

Although the two levels, project, and sprint, may appear distinct, they function cooperatively during project execution. The scrum framework implements its practices, such as roles, events, and artifacts, to identify and alleviate risk throughout the project and sprint cycles. The Agile risk management process endorses these practices by tailoring them to the risk context, thus supporting the scrum framework.

1. Setting Context Step

To establish the risk context, the project team discusses risk during the project kickoff and at the start of each sprint. At the outset of the project, stakeholders, including the project team, customers, and subject matter experts, come together in a workshop setting to identify risks associated with the overall project and known requirements. These risks are evaluated by the stakeholders, who then decide on a course of action. To illustrate, the sprint cycle typically begins by addressing requirements with the highest level of risk, following the adage “Fail early; fail fast; fail cheaply.” A risk register is established for both project and sprint risks and is continuously updated throughout the project at various points in the sprint cycles.

2. Risk Assessment Steps – Identify, Analyze, and Determine

During the sprint planning meeting at the start of the cycle, the project team evaluates the risk associated with each requirement in the product backlog, as well as any new risk that may have arisen, and devises appropriate response plans. This process allows the team to identify potential risks and take planned actions, such as pinpointing features from the sprint planning session that present technical challenges without any clear solutions. The team may also opt to perform an architectural spike, or proof-of-concept, during the sprint in order to explore viable solutions.

3. Implementing Risk Response

When selecting items for the sprint backlog, the team takes into account the risks associated with each item, ensuring that the sprint can be delivered successfully while incorporating risk response tasks. One important outcome of this process is the updating of the product backlog to include risk activities related to product feature requirements. This ensures that future sprint cycles will include these risk tasks in their effort estimation and sprint backlog items.

4.  Monitoring Risk

There exist various scrum events and artifacts that aid in monitoring risks, such as:

  • Risk management is integrated into the daily stand-up scrum meeting, where the team discusses the progress of deliverables and identifies any potential risks that may arise.
  • The sprint review serves as a platform to confirm whether the solution aligns with stakeholder expectations. During this event, stakeholders can discuss any required solution modifications to address new business needs, which helps minimize the risk of delivering an unsatisfactory solution at the end of the project.
  • During sprint retrospectives, the project team examines any challenges encountered in the previous sprint and evaluates whether those challenges could pose a risk to the project and sprint levels.

To ensure successful Agile risk management, it is important to have a shared understanding of its significance and a collective dedication to the approach within the project team. Agile adopts a collaborative decision-making structure that necessitates active participation and the exchange of information among all team members regarding the association between solution requirements, risks, and opportunities. Risk ownership serves as the fundamental principle for Agile risk management.

Rethinking Control Functions

As organizations embrace Agile methodologies to realize their strategic goals through digital acceleration, they must re-evaluate their control functions, including risk management, to keep up with the frequent release cycles and build capabilities to advise risk owners in near real-time. To address this business need, an Agile risk management process can be employed, which incorporates best practices from project management and enterprise risk management with Agile methodologies to meet the demands for organizational agility.

 


Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Posted in AgileTagged #AgileLeave a Comment on Effective Risk Management for Agile Projects

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