The Agile Transformation Collection

敏捷转化: What’s It About?

Organizations typically look to Agile with the best of intentions. Maybe we start by thinking all we need to do is implement Agile practices and go from there. But Agile practices are—at best—a means to an end. At worst, they distract us from the changes we need to make to realize our goals.

Or maybe we think changing culture first is the way in. But what we find with culture-first Agile Transformation is that it typically lacks guidance on how to create the necessary foundation for Agile to work in the first place.

The reality is that culture-first or practices-first Agile Transformations both lead to the same place—going through the motions of Agile rather than becoming Agile. We really must find a way to systematically overcome the structural, procedural, and cultural barriers that are continuously getting in the way of Business Agility.

What Makes Agile Transformation Work?

敏捷的核心大约是3件事：组建团队，建立积压和在每次冲刺结束时提供经过测试的产品。在进行敏捷的转型之旅时，如果您不做这三件事，即使您正在经历Scrum的动作，也不会做敏捷。因为在没有三件事的情况下，敏捷中没有其他作用。

The catch is that these 3 Things require a specific set of conditions within your organization for them to be effective, and many large organizations don’t already have those conditions in place. So, the work of the Transformation becomes all about creating the conditions, or the ecosystem, for the 3 Things to flourish.

在构建敏捷的转型时，目标是在团队级别上建立3件事，并迅速扩展它们以满足企业的需求。根据规模，这三件事成为结构，治理和指标。这就是我们从组织中获得参与，管理工作流程，做出决策并衡量我们如何实现价值的方式的方式。

创造三件事的条件并不容易，但是要获得敏捷转型的好处至关重要。

导航您的敏捷转型旅程

创建变革首先要与今天的组织结识，并制定一个可靠的计划，以将组织从该组织的位置转移到想要去的位置。作为敏捷者，我们向我们展示高管和其他关键利益相关者为什么我们要进行的更改有用以及他们将如何导致他们实现所需的业务目标。亚博vip9通道组织不应该有盲目的信仰；这取决于我们证明敏捷比他们所做的更有效。

现实是人们想改变。他们只能抵抗，因为他们看不到如何到达那里。他们看不到如何安全，务实地从A点到达B点。他们所能看到的只是敏捷转型无法正常工作的原因，因此他们遵守了变化的纯粹范围和幅度。我们必须帮助他们知道未来的情况，感到安全并了解可能。

我们将需要一种方法来安全地探索转型完成后的组织外观，并帮助我们在朝着目标迈进的过程中理解中间状态。我们还需要提供有关为组织，治理模型创建结构模型的指导，以及我们可能想要使用的各种指标和工具的模型，以证明企业的价值。

Leading an Agile Transformation

敏捷转化requires executive buy-in, demonstrable progress, and refactoring old technology. And, of course, it requires teaching people a new way to work. Agile Transformation introduces such significant change into an organization that it requires more than a single Agile Coach teaching people the ceremonies of Scrum or how to do SAFe and LeSS. It takes more than one person to guide and illuminate the way to our goals.

We’ll need a team of coaches with varied skill sets, experience, and domain expertise who can work in concert with one another at all levels of the organization. We’ll need coaches who can influence the c-suite, coaches who can pair with delivery leadership to create, execute, and drive the Transformation strategy within the organization, and coaches who work with delivery teams to improve day-to-day work activities.