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Lessons Learned from Agile Transformations: Part 3

Third in a Fifteen Part Series

· Project Management,SDLC,Agile,Scrum,Chad Greenslade

By Chad Greenslade

I have often been asked about my lessons learned in delivering Agile transformations. Below is the third in a fifteen part series examining my lessons learned while instituting Agile concepts & practices. I hope that these lessons help you on your journey to Agile nirvana.

Lesson 3: Understand Expected Agile Benefits

Agile implementations produce benefits for both the team members executing agile and the managers of agile teams. These benefits, however, can only be realized when company management commits to making the changes necessary to realize them. Further lessons will expand upon the changes and buy-in required, but for now, understand that teams that adopt agile practices must move away from traditional “command-and-control” and “wishful-thinking” (a.k.a. “predictive”) management philosophies. Agile can appear to be simple, but key concepts such as self-organization and continual inspection and adaptation have subtle implications that require a change to management's status-quo approach.

Industry studies show that approximately half of software features developed are never used. These studies indicate that required features can be developed in half the time by avoiding unnecessary work and waste. Via continuous prioritization of development requests, agile teams avoid building features that will never be used and focus only on delivering those with the highest business value. Prioritization is further extended to impediments (a.k.a. “roadblocks”) that surface during daily meetings. Discovered roadblocks are prioritized and removed resulting in a further increase in quality and productivity.

Agile is known to improve the quality of life for the team members executing it through elimination of the pressures inflicted on the team by management personnel. A sense of autonomy is instilled when teams are allowed to select their own work and then self-organize around the best way to complete the work. This fosters the development of innovation within the team, produces higher team productivity, and delivers higher customer and team satisfaction levels. Allowing the team to deliver a functional and effective product that achieves the market and financial goals of the company produces team spirit, ownership, and results in increased employee retention.

Finally, agile is known to improve the profitability of the company by affecting components of the profit margin. These include customer retention, innovation, timely and accurate delivery, and workforce motivation. Customers are retained when they are cared for and provide critical referrals necessary to grow the business. Accurate and timely delivery of exactly what customers need, when they need it, enhances customer satisfaction and revenue streams. Innovation ensures synchronization with market trends and anticipation of future customer requirements. A motivated workforce is a productive workforce and one that provides an edge over the competition.