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Business Agility, Fase, Thomson Reuters - Coggle Diagram
Business Agility
How to prepare the organization to transition to Agile
Question all assumptions
Make changes to procedures, tools, and standards
Determine values, principles and strategies first
Don't adopt a practice because it is used often
Focus on Agile Mindset
How to prioritize work that generates value for the business
Agility can take many forms
Kanban
Scrum
Lean
Assigning responsibility for managing impediments can help the team's performance. Problems that occur repeatedly can be identified as a pattern, which helps to identify the root cause
Limit work in progress (WIP)
Get to “Done” (focusing on finishing what you started)
How to establish an agile culture within the organization
Recognizing Agile
Agile teams connect to the rest of the organization
The teams are autonomous and self-organized
Agile teams work very closely together
People are not just resources to be used or controlled
Agile is linked to culture and culture is essentially about people
Agile is not a prescriptive methodology or just a set of practices
4 conditions must be met for optimal results:
Psychological Safety, Respect, Transparency, Trust
The Agile Mindset, three elements of mindset give rise to tactics
Values, what is important or optimized for some
thing
They tend to cover issues such as integrity, truthfulness, and inclusiveness
What is important to you and your team?
"What kinds of choices should we make to maximize our chances of success?"
"What are the most important parameters to carry out this work?"
"Which aspect of delivering results is non-negotiable?"
"What should we constantly look for while doing the work?"
“While we work, what should we optimize?”
"Customer collaboration"
"Adaptation"
"Deliver value early and often"
"Putting people first"
Principles, serve as standards for action, taking
decision and choice between options
What principles do people employ? How do they choose, decide, and act when working in an agile way? In Agile, teams are the primary unit of work
They are small and focused on creating products or services that matter
They deliver value gradually and frequently to the customers with whom they establish collaborative relationships
They attribute everything they do to results of value to customers or their own organization
Cross-functional or multidisciplinary
In terms of the process, they are obsessed with finishing what they started so they can add value
They break work items into small pieces and do only small amounts of work at a time to ensure a reliable flow of value delivery
They allow themselves to move forward despite uncertainty and limited knowledge
They assiduously seek and consider feedback to increase their effectiveness
Beliefs, strongly held assumptions
They provide context to values
Examples of beliefs
People don't bring their best to work if they don't feel psychologically secure enough. Competent, motivated, confident, and supported people will do a good job
If the work is complex or complicated, work
with shorter feedback loops is a more appropriate approach than planning
The most important entity is the customer, but the customer is not always right. In fact, neither the clients nor the team can have all the initial answers, and neither should they (being adaptive)
How does your team create results for the business?
Deliveries must be visible or tangible
You can make temporary artifacts, an outline on a whiteboard, a list of ideas on paper, a template
Visualization and Communication
Everyone can see what's happening and what's to come, which increases their sense of control over the work, a critical component of job satisfaction
A board creates a focal point for the team's attention and promotes transparency
An outline on a whiteboard, a list of ideas on paper, a template
People view the content and state of work items.
This facilitates the support flow and manipulation of any item.
Understand how performance metrics influence teams and apply OKRs
Creating an OKR
The Objective sets a goal for a defined period, usually a quarter
A great Goal inspires the team, it's difficult (but not impossible) to achieve within a certain time frame, and it can be carried out by the people who established it, independently
Key Results indicate whether the goal was achieved at the end of time
How to measure progress against the goal
OKRs are adopted by companies for one of three main reasons
Alignment, how can we ensure that the entire company is focused on what matters most?
Acceleration, is your team really reaching its potential?
Focus, what we do and what we don't do as a company?
How Agile principles can be adopted outside of IT
Fase
Mindset
Mindset
Multitask
Cenários
Thomson Reuters
Values
Inovação
Confiança
Parceria
Performance
Mindset & Behavior
Desafio e compromisso
Mentalidade de crescimento
Obsessão pelo cliente