Agile, in terms of application development or, for that matter, any IT based projects is the ‘new normal’. If you’re in IT and have not moved to this methodology I would strongly encourage you take the plunge. Agile, in itself, is a game changer. I’m happy to debate anyone who challenges that position. What about the rest of the business? Is Six Sigma and Peter Drucker the most progressive thinking when running a business?
I spend a lot of time writing about how and why IT needs to be a more strategic partner in the day-to-day business operation. It is in fact our value proposition. So why not take the principals we have learned in Agile and introduce them to the day-to-day business practices?
Let’s take some time to translate the principals behind the Agile Manifesto on how it might apply to business operational principals:
Our highest priority is to satisfy the customer
through early and continuous delivery
of valuable software.
Ops Translation:
“Our highest priority is to to deliver quality products and services expeditiously to satisfy both customer and shareholder expectations”
Welcome changing requirements, even late in
development. Agile processes harness change for
the customer's competitive advantage.
Ops Translation:
“The Business climate is ever changing. You must continually make adjustments to maximize every advantage.”
Deliver working software frequently, from a
couple of weeks to a couple of months, with a
preference to the shorter timescale.
Ops Translation:
“Always have a prejudice towards improving value constantly by adding Customer value often and incrementally. ”
Business people and developers must work
together daily throughout the project.
Ops Translation:
“Your Business needs to operate as a cohesive unit to maximize shareholder and customer value, everyday.”
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
Ops Translation:
“Manage to expectations. Make sure you have the right people in the right positions to ensure success for shareholders and customers.”
The most efficient and effective method of
conveying information to and within a development
team is face-to-face conversation.
Ops Translation:
“The most efficient way to break down the barriers to success is getting the right people in the room that can remove the barriers to success. Have those people meet daily.”
Working software is the primary measure of progress.
Ops Translation:
"Become a results oriented organization”
Agile processes promote sustainable development.
The sponsors, developers, and users should be able
to maintain a constant pace indefinitely.
Ops Translation:
“Continuous improvement should always be a core value and goal. There should be no “fire drills” when aiming for operational excellence”
Continuous attention to technical excellence
and good design enhances agility.
Ops Translation:
Success is infectious. Strive for it daily. Develop a culture of innovation and the framework to support it.
Simplicity--the art of maximizing the amount
of work not done--is essential.
Ops Translation:
“Operational success is not achieved by moving mountains. It’s achieved by measuring your ability to move a bucket of stone.”
The best architectures, requirements, and designs
emerge from self-organizing teams.
Ops Translation:
“Seek self organizing talent. Encourage innovation from the bottom up.”
At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
Ops Translation:
“Build a culture of examining lessons learned. Your key contributors will always apply this to the next opportunity for improvement.”
These thoughts are my first pass at defining how Agile principals might apply to day-to-day operations. What is your take on how day-to-day operations might benefit from adopting Agile?