Most of the times when a new company approaches us is because they want to deliver better products, faster and cheaper. The rapid changes in the market and the ambition to remain competitive leads to the implementation of new methodologies. The first thing our team of agile coaches recommends is the migration from a waterfall to an agile mentality.
In the traditional waterfall organization, one discipline contributes to the delivery of the project, whereas agile calls for a cross-functional, collaborative approach.
What was initially launched as a method for software developers to improve the cycle of delivery, became one of the most sought-after project management frameworks.
What does it mean to build an Agile organization?
We wanted our clients to understand that Agile is not a set of rules and principles but a work in progress mentality. An agile team is focused on delivering small increments that allow feedback and the possibility to implement changes rapidly at low cost. Many companies make the mistake to wait until the product is perfect to launch. The product has to be in a state of readiness that allows feedback, the possibility to implement the changes and start marketing the product.
Agile is a customer first approach, hence the importance of feedback and delivering maximum value at minimum cost.
How we implemented Agile:
To implement an Agile framework means to build a no-nonsense organization with a flat structure where authentic human interactions prevail over prearranged agreements. A strong organizational culture is united by a common vision and shared values. The agile team set their own standards of quality, usability, and completeness. Our training sessions focused on identifying the leaders that could facilitate the dissemination of an Agile way of working;
Trained team members in agile principles;
Followed the Agile ceremony: formed the teams -> designed the backlog -> organized sprints (assigned the tasks in product increments/timeframe)->chose product owners and scrum master. The teams in charge of digitalization were named Agile cells. At this stage, the roles of scrum master and product owner were defined and the backlog designed. Each cell was in charge of identifying possible digitization opportunities and validating them by doing experiments in several sprints. The sprints were granted the support of Opinno’s agile team.
As a result of our collaboration, the team saw an increase in the capacity to work together and to respond to market changes.