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T: +44 (0) 1748 821824
E: marketing@lamri.com
E: marketing@lamri.com
Agile Improvement Method
Take the agile principle of working software as the primary measure of success, in an improvement context this translates to executing process as the primary measure of success. In real terms your team is really using your way of working. One of the most significant reasons for the failure of improvement projects is to concentrate too much on what and organisations’ processes should be rather than ensuring successful deployment.
As you explore Agile further from a process and business improvement perspective many of the principles can be re-purposed and address key issues for improvement projects.
Agile Development | Agile Improvement |
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. | Our highest priority is to satisfy the organizations improvement needs by rapid delivery of useful and deployed process. |
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. | Welcome changing business priorities within the improvement journey. We will harness change to focus and ensure the improvement journey delivers competitive advantage. |
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. | Frequently deliver improvements, partition the improvements to deliver in days or weeks rather than months. |
Working software is the primary measure of progress. | Deployed processes that improve performance (preferably measurably) are the primary measure of progress. |
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. | Agile processes promote sustainable improvement. The sponsors, improvement team, and the organization should be able to maintain a constant pace indefinitely. |
Business people and developers must work together daily throughout the project. | The organisation and the improvement team must work together daily throughout the project. |
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. | The most efficient and effective method of conveying information to and within the improvement team is face-to-face conversation. |
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. | Build an improvement journey around motivated individuals. Give them the environment and support they need, and trust them to get the job done. |
Continuous attention to technical excellence and good design enhances agility. | Early and rapid response to continuous direct feedback from organization enhances agility. |
Simplicity -- the art of maximizing the amount of work not done--is essential. | Simplicity -- The art of maximizing the amount of work not done--is essential. Simplicity -- Improvements must be clear, straightforward and in the context of the capabilities of the organization. |
The best architectures, requirements, and designs emerge from self-organizing teams. | The best improvement emerges from self-organizing, empowered teams. |
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. | At regular intervals, the team reflects on how to become more effective within itself and with its interactions with the organisation. Based on this reflection it tunes and adjusts its behavior accordingly. |
The Agile Improvement Method takes this a step further and combines this with real world experience and tools to drive rapid business focused improvement.
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