Agile Assessment Enablement
“We were already using agile in pockets but United Outcomes enabled us to join some more dots and gain additional benefits.”
The unique challenge
The client was looking to move to an Agile operating model for their strategic delivery organisation in alignment with its digital transformation agenda. The team had close to 80 personnel with varying levels of agile competence. Although at one end of the spectrum there were Scrum Masters with good expertise in Agile, there is a relatively large team that needed to be enabled with Agile knowledge and skills. Several projects were being delivered by the team with varying levels of Agile adoption necessitating a different approach for project.
Tools & thinking
UO used a proprietary diagnostic framework to assess the maturity of the project delivery organisation to understand the shared management agile vision and the current state of the agile capability within the existing teams. We created future state bjectives and established the success criteria for the planned transformation and created a foundational roadmap for the organisation to adopt. At this stage, started to establish an agile coalition within the delivery organisation that would support the drive for change and start to build a community of practice.
During the engagement we ran leadership awareness sessions to ensure that senior management understood and bought into the reasons for the implementation of agile delivery methods and processes and the benefits that the business would derive. We also ran training sessions for key project staff to ensure that they had the rights skills in order to be able to deliver under the new ways of working.
We worked with the delivery teams to develop a list of projects that were agile capable, made recommendations for the ones that should be the pilot projects, and structured the teams in readiness for the pilot projects to kick off.
Success is never a straight line
Change is always difficult and will always be confronted by barriers. Although there were no significant issues with the outcome of the engagement, gaining a consensus on the current state maturity proved a source of contention. It took time to work with the client and engender the understanding that there was no right or wrong starting point, but that using agile methods does not always mean that delivery is agile, and this was the case when initial findings were drafted. However, an open-minded approach by the client won through, the starting point was agreed thus allowing for the right transformation plan to be built.
A more agile mindset was established and an awareness of how agile ways of working could be adopted was developed, the client was in a stronger position to successfully continue their journey to agile maturity through running of well-structured pilot projects.