Our expertise was recently sought for an article in Software Development Times magazine, which takes a look how to scale Agile from a small pilot project to the much larger organisational transformation that most of us are seeking.
It’s a dilemma we’ve seen a lot of organisational transformations face. A pilot programme is, by nature, small and contained, which hides many of the challenges inherent in transforming the organisation as a whole. Resources must be stretched much further, the full spectrum of roles and responsibilities must be included and not everyone will be immediately willing to change.
“People often assume that it’s the techniques and practices that [make Agile projects a] success, but they’re missing the point. It’s the outcome that matters.”
Even the jump from a small team to a full department is large enough to invite these dilemmas and, at first glance, it can seem dishearteningly difficult to achieve the organisational transformation we’re after. Part of our responsibility as organisational transformation coaches is to ease that path and help people understand why these problems suddenly appear – and why they’re actually a positive part of the change!
In the article, we explain why the crux of the matter is to change the way people think, not just the way they work, and why the problems that surface during a transition are not, as we’ve seen organisations assume, caused by Agile but a result of its powerful ability to root out existing issues.
“It’s a misconception that agile is an undisciplined way of working. In fact, it’s extraordinarily disciplined because so much stuff gets exposed and there are so many opportunities to recognize issues.”
SD Times has kindly given us permission to reproduce the article here; you can read the whole thing by clicking on the image above or find the online version on the SD Times website. It includes some great thoughts from Lean / Agile experts in a range of fields and we hope you enjoy reading it as much as we enjoyed contributing to it!