Introduction
Change can be difficult. It is undisputed that the agile transition is a major and, consequently, difficult. In reality, there hasn’t been an effortless transition to agile. Every single agile transformation that has been attempted has resulted in a decline in performance. Each new agile change will result in a decline in performance. This is because transitions are studied over a long time. The time-dependent transitions can be visualized visually in this way:
The most frequent mistake made by unexperienced IT professionals is believing that everything will improve slowly in time, or that using agile and waterfall method to create a hybrid approach will provide all the benefits of two. This seductive illusion is often referred to as the sway.
We’ve created ten dos and dos to assist you in becoming more agile. To succeed in any change, you must abandon the traditional methods of doing things first and begin with the word “don’t.”
What do you need to learn and do
Don’t begin by completing training.
A common snag in agile transformations is when managers have their development teams undergo training before they begin their transformation. Although training for a new technique is both intuitive and responsible, giving training before being fully prepared can lead to a myriad of problems. There’s a risk of one of your team members being resistant, causing a derailment to the process of upskilling and demotivating everyone else. Also, the team likely must remember only a small portion of the instruction since they lack trust or understanding. We believe that 5 to 15 percent of the training will be remembered, at the most, if given too in the early hours. Since time and money aren’t infinite so it’s crucial to maximize the value of your budget by giving the team training just after they’ve approved the change.
When reaching this level, ensure you’ve trained your entire team. Even if many of them are already familiar with Agile, it’s important to prioritize formal training for your entire team. This will help your team agree with the right terms and practices, which enhances communication and reduces the risk of weaponization. It also acts as a foundation to ensure a smooth shift.
Start with the reason
The most crucial step for any transition’s success is understanding why the change is necessary. Everyone must be aware of the benefits of agile and what’s in it for them. This general communication must come from the leadership team and should set clearly defined expectations and benefits. If you apply agile in the wrong circumstances, the result is disorientation and even resistance. There is a chance that someone will get their feet in the ground during a correct, logical, or even a proper, shift. If used properly, agile gives teams the capacity to meet customer expectations, receive feedback from customers more quickly, and provide customers with only a small amount of value in the first few days. Compare that with the waterfall approach, in which customers have to wait for months or even years for value, and the process is often unable to match the customer’s ever-changing requirements. Another reason to think about moving to agile is that many companies can no longer thrive by working using the traditional (slow) method.
Don’t be a victim or let yourself get caught up in negative behavior
Like any major shift, the agile transformation will likely be met with equal resistance. People resist change because they don’t know the benefits of changing and think that things should stay in their current state to ensure the growth of the business. Some will be resistant because they aren’t willing to try to learn something new, don’t want to be in danger of failing and losing the “expert” status, are scared of being in the dark, or any other reason. It’s your duty as the person in charge to handle resistance to changes. Be aware of any defiant behavior and take action immediately. It is possible to take hold quickly, particularly when the person causing it is among those “best” people on the team and someone that people admire. When you have to come down, you might even have to part ways with your most effective team members if they don’t want to adhere to the agile.
Do assist your team during the transition
It is good that most people are eager to achieve their goals and require help transitioning to the new, agile reality. It is crucial to be able to actively take note of their needs. This is not possible if leaders are constantly switching between meetings. Flexibility and accessibility are crucial. As the leader of the transition who is agile, it is your responsibility to create a working environment that provides sufficient trust and allows individuals to share their worries and challenges. It is essential to know the basics of the informal organizations and the empathetic leadership team to help guide the change. Look at win-win situations, however…
DON’T go backward ever
There is a point in every agile transformation when an organization’s commitment to move to agile is examined. It’s not difficult to delegate decision-making power when plenty of money is available and the product is performing well. What happens when things get less utopian? Under pressure, individuals tend to return to how they’re accustomed to, which tends to be controlled and command-and-control style management. When a program or project is in trouble, avoid the temptation to “take back control.” This can delay the agile transition over multiple time and erode the perception of the management’s dedication to making the transition successful, making the biggest advocates of the change look like a sham.