How do we clarify the main questions that arise in this initial process of implementing agility in a company

By Eduardo Alcaraz

Initiating a transformation in a company, be it agile, digital or cultural, really is a very significant decision, considering the impact it has. Even though positive and with so many benefits, this journey of change still generates many questions in the minds of leaders. And so, let’s share some of the common questions about implementing an agile transformation that we’ve heard of lately.

“Is open scope a blank check?”

This is the first of six common questions when implementing an agile transformation, especially from IT managers: “Is open scope a blank check?” Agility is often confused with mess and lack of commitment to delivery goals. Therefore, the first way to mitigate this stigma is precisely to understand the purpose of what should be done. Here’s one of the differences between features delivery and value delivery:

Another feature that is very important in the SCRUM is the delivery of value increment in each Sprint . A project that, every 14 days, has a software delivery running, generates much more transparency for the client. By the way, another characteristic that should be taken into account when these doubts arise when implementing an agile transformation is transparency. A scoped project quickly introduces the typical blocks, that prevent software from going to production. Proceeding on these points in an honest and non-personified manner allows the stakeholders to act and resolve these blocks so that the whole project succeeds. Finally, the development of a project can undergo several adaptations. Whether by changing the target of the project, some block or a change in the market. Open scope doesn’t hide behind a pre-defined contract, but engages customer and supplier around one goal: delivery in production.

“But what will I get?”

We talked a little about the differences between scope and value. Invariably, this value means software in production – and fast. Therefore, this second question arises, one that is very common among the common questions when implementing an agile transformation. Agility offers this delivery of value in a very simple way. Purpose-engaged teams are able to make small deliveries in production, every time. And these small deliveries serve to keep the client and teams engaged, and give the possibility to prioritize next steps with “software in hand”. So, small deliveries in production give the customer the comfort of knowing what is being done, at any time.

“How do I track the evolution of development?”

This is one of the questions we hear the most! Therefore, it is important to emphasize that the customer is part of the team, either as Product Owner or stakeholder. Therefore, the follow-up is automatic and fluid. Therefore, the client is an integral part of the status report. He, like the rest of the team, is responsible for mitigating, adapting and publicizing on a daily basis. It is worth mentioning the old PMO (Project Management Office) for closed scope projects. The traditional PMO charges and delivers a status report. And this status doesn’t usually show exactly what’s going on in the project.

“My boss won’t let me do this.”

This is another speech that  is part of the common doubts when implementing an agile transformation. However, we believe this “boss” position is there for a very good reason. Or he spent many years in his company, climbing positions and conquering his space. Or he is very competent at what he does and was brought in to lead and solve problems in his organization. In this situation, the ideal is to understand his motivations to stay in the traditional model. There are usually two big reasons: – For multinationals, it can be a directive from the head office (although it is very infrequent); – The company is used to “having someone to blame” if the project goes wrong. In the first case, the most obvious way out is to start creating the culture of agility within the organization. And the Human Resources department can help you with that! In the second scenario, we have a lot of real arguments that make Agility a good way out for the transition from the traditional model to deliveries with more sense and more added value. 

“And what are my guarantees?”

The customer’s main guarantee is precisely the continuous delivery of value. We know that Agility exposes the facts quickly and the client is constantly informed – taking into account that the client is part of the project, as PO. And then the question arises: “but if the software is not ready by date?”

We come across fatal dates all the time: Mother’s Day, Father’s Day, Christmas, brand launch, investment round, among others. The main tool to mitigate delivery is prioritization. Assessing what is most important, working in small delivery cycles, adapting at all times, focused on delivering the best product on the date… This is the best successful technique for us to meet that date!

“We are still very traditional and Agility is not for us.”

In addition to all these questions, finally, we still hear this statement a lot during the negotiation of a transformation as big as this one. But, once again, it is necessary to understand that the world has changed. Not only because of the ignorance virus that causes COVID-19, but because of the professionals’ eagerness to be happier in their work, at all scales.

• The Cartesian organizations (those “my boss orders and I execute”), is increasingly decaying.
• Continuous deliveries make more and more sense in this VUCA world, in which we’ve talked a lot this article here.
• So our answer is: “YES, Agility is for everyone!”

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