“Agile transformation” is an omnipresent buzzword. With a proven return on investment (ROI), many organizations want to join this bandwagon and drive off to the sunset of prosperity. However, even if the picture is painted so beautifully, it’s not that easy to make the change. The key is to understand what preparation and consideration are required to set the grounds for the transition. According to the State of Agile, 98% of organizations use Agile development methods. Software development teams and IT are pioneering in Agile inclusion, whereas teams outside of this area are still at the infancy level. Nonetheless, Agile methodologies are gradually entering corporate environments - sometimes replacing, but more often supplementing the traditional approach. So, what to consider before you go hybrid?

Agile transformation != inclusion

Some might think of the agile transformation as a final destination, a full transformation from the traditional waterfall mindset to the agile mindset and management framework. However, it’s more about the process itself than reaching the landing place. Many organizations never reach full agility, but incorporate Agile components in their structure. And that’s ok. The golden rule is to go as far to the extent of agility as it brings value to the organization.

With that in mind, many organizations go through a staged implementation of Agile - blending Classic, Agile, and Hybrid management approaches at both project and portfolio levels. As a result, they dictate where and how to operate to deliver business value.

At BigPicture we strive to empower organizations to choose their very own destination and allow for a balanced approach to agile inclusion, where they can decide on a blend of traditional and agile approaches.

Agile inclusion - factors to consider

Even though Agile is an iterative approach to management, with a built-in mechanism for responding to change quickly, you still need to plan some things ahead, especially if you want to reap the benefits.

With Agile implementation, there are many factors that significantly impact the way the organization prospers. Hence, there has to be a thorough consideration given to creating the right structure environment, selecting appropriate tools, and changing the internal culture.

So, what are the main factors to consider before you go hybrid? The simple answer is - there are many! Depending on how you approach it as each journey can be very different from one organization to another. However, from a broader perspective, we can select three interconnected factors: Structure, Practice, and Culture.

When it comes to structure, you need to think of how to blend teams working in agile and non-agile methodologies? How to combine their processes to achieve mutual goals? In some organizations, this means taking into consideration a vast number of teams that work in different ways, use different tools, and plan in different cadences and effort modes.

Another aspect is the spectrum of focus. Classic teams focus mainly on budget and timeline issues, as time and budget are variable and requirements are fixed. Where agile teams focus primarily on capacity, flow, quality, and early delivery. Additionally, there is a different reporting structure within the same organization. All of that will impact how teams process a large number of projects and tasks.

The best example is the software development environment. Classic methodologies imply a strict, point-by-point work line – from planning to execution to testing. Meanwhile, agile development is based on close cooperation with clients, continuous testing, and controlling each part of the work process. Also, it implies a significant shift in focus: agile is mostly about here and now. Teams want to give the customers the best product they can at this exact moment.

All of that will also impact a change in the organizational culture. To start a switch in mindset between projects and products; through communication in a different language like Iteration or Epic; to new roles such as Scrum Master or Product Owner. How will those agile and non-agile teams coexist and communicate in one organization? How will they deliver the business value?

Selecting the right tools is the key. With proper tools, it can be hardly noticeable that non-agile environments adapt to new working ways and co-exist with agile ones in the same organization. Ideally, an umbrella software solution will be the right choice. Finding software that enables management for Classic, Agile and Hybrid teams in one place and works as a single source of truth to streamline the processes and communication is the goal.

BigPicture to support Agile implementation

What if there was a tool that would combine all the necessary solutions for Agile inclusion? A system ready for all leading agile, classic, and hybrid management frameworks, able, with unprecedented flexibility, to mix methodologies at both the initiative and the portfolio levels.

A system that enables teams to work in the best way for them, no matter at what stage the organization is with its Agile inclusion process. Meaning, that thanks to the deep integration with leading task management tools like Jira or Trello, your teams can continue to work like they are used to.

Meanwhile, you can manage initiatives on a higher level. A management solution serving as a single source of truth to all your initiatives, helping provide the visibility needed to make on-point decisions, ensuring data reliability and currency. To the point, no additional tools are required as all data is centralized. Together with the mixed methodology aspect, you can have one control center, regardless of the infiltration level of Agile inclusion.