Framework 54 Agile
Introduction
This methodology was developed in the software divisions of the ICT industry in response to traditional methods that were seen as bureaucratic, slow and inconsistent with the ways that software developers actually perform effective work.
Earlier concepts like 'quality circles', 'continuous improvement', 'TQM', 'Six Sigma', 'design thinking', etc all started in one area and migrated to other functions and/or industries. Similarly, agile started in the IT industry and has now branched out into other functions and industries.
In the 1990s, most organisations had expensive IT functions that were giving problems, ie
"...those experiences were painful. Transitions took too long. Projects exceeded already sizeable budgets. Sometimes an enterprise simply failed and had to start over..."
John Kotter et al, 2021
It is an adaptive rather than predictive approach as it adapts quickly to changing realities. A predictive approach knows what its outcomes are in advance and finds it hard to change direction.
it is a iterative approach where requirements and solutions evolve through collaboration between self-organizing, cross-functional teams that are accountable; the business approach aligns development with customer needs and organisational goals
It builds on concepts such as lean manufacturing, project management, chaos theory, complexity theory, action learning, Six Sigma, TQM, etc
It involves innovating through trial and error (including evaluation), then iterate and go again
To handle the situation, a 4-point manifesto and 12 principles were developed so that software was developed faster, better, and cheaper; it involved a greater emphasis on responsiveness to customers' needs and had less focus on rigid, process-driven plans.
"...Manifesto (4)
1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan.
Principles (12)
1. Satisfying customers through early and continuous delivery of valuable work.
2. Breaking big work down into smaller tasks that can be completed quickly.
3. Recognizing that the best work emerges from self-organized teams.
4. Providing motivated individuals with the environment and support they need and trusting them to get the job done.
5. Creating processes that promote sustainable efforts.
6. Maintaining a constant pace for completed work.
7. Welcoming changing requirements, even late in a project.
8. Assembling the project team and business owners on a daily basis throughout the project.
9. Having the team reflect at regular intervals on how to become more effective, then tuning and adjusting behaviuor accordingly.
10. Measuring progress by the amount of completed work.
11. Continually seeking excellence.
12. Harnessing change for a competitive advantage..."
Mary Pratt et al, 2020
As the agile approach is not compatible with a conventional organisational format, it needs to be imposed; otherwise conventional format will dominate.
NB The concepts stress error proofing, eliminating waste, creating flow, adding customer value and empowering workers.
Agile's elements (4)
i) Squad (a small cross functional team)
ii) Tribe (a collection of squads)
iii) Chapter (members of different squads to deal with specific areas, like quality assurance)
iv) Guild (People from multiple tribes with common knowledge areas like program expertise
Scrum Meeting Rules
i) same place
ii) run by scrum master
iii) no side conversations
iv) short periods
(source: Roger Perry, 2018)
Approach
The project is broken into small incremental parts with minimal planning; iterations usually last a couple of weeks.
Each iteration involves a team working through a full software development cycle (planning, requirements analysis, design, coding, unit testing and acceptance testing). Then a working product is demonstrated to stakeholders.
The short time frame allows for minimizing risk and quick adaptability to change.
Multiple iterations may be required before new product/features are released.
The self-organizing, cross-functional teams formed must free of constraints and restraints from existing corporate hierarchy and organisational roles of team members. The team members, themselves, allocate and take responsibility for tasks and outcomes.
Frequent verbal communications, such as face-to-face, videoconferencing, phone, etc are preferred to written documents.
Most teams work in a single open office (this helps with communications); limit number of team members so that communications and collaboration are easier. Sometimes larger development efforts require multiple teams working separately but they work towards a common goal.
It is axiomatic that all teams must contain a customer representative and they play a key role in reviewing progress and evaluating priorities.
Daily briefing session (best done face-to-face) is important for each team member to report what they did yesterday, what they intend to do today and to identify obstacles and challenges.
Young firms
Young firms demonstrate aligned leadership and follow the agile methodology
"...young firms do not operate with rigid formal hierarchy. They operate more like loosely knitted networks, without a great deal of management......formal policies and systems and reports are rare..."
John Kotter et al, 2021
"...they behave with agility, with initiatives coming and going, and in the shape of the network and peoples' place in it shifting regularly. Nearly everyone is engaged. Strength of the system is its capacity to adapt, move quickly, innovate, and, in general, change with evolving knowledge and requirements..."
John Kotter et al, 2021
However, with success, growth and scale comes the need to manage and control, ie structure becomes more hierarchical, processes more managerial with more systems and policies emerging.
A dual system develops
- networks (based on the original entrepreneurialship providing innovation, agility, adaptability, change, etc)
- new hierarchy (connects more with efficiency, effectiveness, problem-solving, reliability, stability, etc)
These elements usually work side by side, ie hierarchy with network.
As these 2 systems are so different, potential for conflict is inherent:
"...The original entrepreneurial network limits the nature and needed growth of the management hierarchy and systems. People in the former see the latter as a threat to their freedom, as undermining their ability to innovate, and decry the horrors of bureaucracy..."
John Kotter et al, 2021
This conflict can cause inefficiencies and chaos.
Usually the hierarchy wins, resulting in both innovation and growth slowing; This means the management hierarchy becomes stronger and bigger as the organisation matures, resulting in slower growth, less agility, less innovation, etc.
In some situations the 2 systems work in tandem with a variety of mechanisms mediating the natural conflict, eg informal networks in the management hierarchy.
However, tried to prevent an attitude of 'us-vs-them', silos, etc from developing.
Removing the barriers that formal hierarchies and management systems generate, eg bureaucracy, etc is encouraged.
Be mindful of not becoming over-managed and under-led.
These hierarchical organisations survived in the past if they had
"...Strong brand recognition, high market share, economies of scale, key patents, or a unique global presence..."
John Kotter et al, 2021
To handle today's turbulent world, they need to develop network-like task forces within their organisations to drive initiatives to create enough agility, adaptability, speed, efficiency, reliability, etc.
NB The dual system can capitalise on the benefits of both networks and hierarchy
"...with hierarchy more adept at dealing with immediate threats and networks more capable of capitalising on novel opportunities......a dual system makes short-term efficiency and reliability as well is longer-term agility and innovation sustainable..."
John Kotter et al, 2021
Summary
Agile is an iterative and incremental efficient development method with short time periods, ie weeks rather than months; work is produced in a highly collaborative team manner; documentation is significantly reduced. It is most suitable to handle the unexpected and/or where requirements are not well understood and/or the project changes and/or using experienced staff in projects, etc
"...the emphasis is on obtaining the smallest workable piece of functionality throughout the life of the project..."
Wikipedia, 2010
One downside is that it does not lend itself to traditional project accounting, and financial forecasting is less predictable.
(source: Wikipedia, 2010)