Organizational agility on the project considerations

First, organizational change management

Change management drivers

All the projects are related to the change. However, there are two major factors that will further encourage the application of agile environment change management practices:

And accelerate the delivery of relevant changes.
Changes related to agile methods.

Change readiness

Understand the relative tissue compatibility between these methods should begin their current methods using agile methods. It features some organizations may be more likely to support cross-sectoral collaboration, continuous learning and evolution of internal processes such as agile principles.

Willingness to change management;
Organization wishes to make changes in staff awareness, review and assessment methods;
Centralized or decentralized project, set project and portfolio management functions;
Focus on short-term rather than long-term budget goals and targets;
Talent management maturity and ability;

In contrast, there are other institutions features may become an obstacle to the achievement of organizational agility-related change.

Work is broken down into department silos, creating dependency hinder accelerated delivery, instead of building under the guidance of the competence center for cross-functional teams;
Procurement strategy based on short-term pricing strategy, rather than long-term capacity;
According to reward local leadership is efficiency rather than end to end project delivery processes or optimize the overall situation (Organizationally);
Employees belonging to a particular field of human resources, to achieve a wide range of skills, tools or incentives priority, do not attach importance to training T-expert personnel;
Diversified portfolio so that employees assigned to too many projects at the same time, and can not focus on a single project.

To address these agile organizational barriers, the project leader can try a variety of methods to accelerate cultural compatibility:

Positive definite management support;
Change management practices, including communication and guidance;
Agile project by project practice;
The introduction of agile practices to your team incrementally;
By adopting Agile techniques and practices applicable in the demonstration and guidance.

Second, organizational culture

Organizational culture is the core identity DNA-- tissue organization. Culture always affect the use of agile methods.

Creating a safe environment

Organizational culture is difficult to change, but the organization's most important cultural norms - willing to try any new methods or technologies - will help to build a safer working environment.

Evaluation culture

Third, the drivers of change management

Multi-layer structure by isolating more variables contract to a separate document, the revision will simplify and increase flexibility
stressed the value delivery milestone payments and projects can be built based on value-driven deliverables to enhance project agility
total incremental project can be broken down into the range of total micro-deliverables (such as user stories), rather than the entire project scope and budget agreement locked into a single
fixed time and material
time and materials progressive
advance cancellation program
dynamic range program
expansion team most collaborative approach is to contract service suppliers directly embedded in client organizations. By funding the team rather than a specific range, customers can keep their own rights at work needed to be done to facilitate this strategy.
Support comprehensive supplier

You can create agile contract. Agility is built on a common foundation of collaboration and trust. If the supplier can deliver value as soon as possible frequently, it would help achieve this. If the customer can provide timely feedback, it helps to achieve this.

VS cultural institutions
Some people insist on building a new organization before the start of a variety of cultural transformation. Others took the opposite view, that the new organizational structure just adjust the surface, only the collective is the fundamental cultural shift toward meaningful direction. In fact, neither side clapping hard to Ming. If you want to implement agile, project leaders should also consider the current and future state of the organization in these two aspects.

Fourth, business practices

When demand is generated, the ability of the organization to create a new organization logo that is the willingness and ability agility. For agility and focus on results provided by the organization, which is better than disruptive change, less destructive. Transparent and open collaboration is important to the tube.
After the team began to conduct their work in the way of unity and cooperation, it will challenge the internal management strategy. Human resources may notice a lack of personal motivation, and managers may be self-organizing brains in performance evaluation of employees.

Five multi-team collaboration and dependencies (Extended)

Will produce dependencies between multiple projects, even if not given project managed centrally. It is necessary to understand the agile work work under the existing project portfolio management and collection environment.

frame

Most popular agile methods (such as the scrum and extreme programming) guidance to focus on a single compact and often cross-functional team activities focused office. This is useful for individual teams need to work, but be more agile team collaboration initiatives become stretched to the need for a set of projects or project portfolio.

Considerations

The team may need to be extended to more agile project work focused on a single agile project.
For example, a small project to proceed, and then understand your organization's environment more appropriate manner as soon as possible. Even if everything is not yet fully converted to agile methods, the team can still be successful.
The key success factor is the health of Agile teams. If a single team took agile methods can not succeed, then do not try to extend it to a wider range; and to address organizational barriers to prevent the advance team of agility work.

Sixth, agile and Project Management Office (PMO)

Agility is a value-driven PMO

All projects should provide the right value for the right audience at the right time. Based on Agile PMO method of thinking is based on collaboration with customers and is present in all PMO project focus. PMO should strive to keep up with demand delivery and customer needs, make sure you understand and adapt to their needs. This approach focuses on internal business can provide the most value for the projects supported by the PMO activities.

Agile PMO is for innovative

In order to accelerate the development of value-based constitution, PMO may need to enforce some solutions or methods, for example, to maintain consistency for all actions in a rapid success. But the need to ensure that employees' willingness to participate in order to improve efficiency. Interested persons are invited to participate in PMO only service to achieve this. The higher participation PMO practice, it is easier to improve the practice of "adhesion." If the PMO provide value to their customers, the customer is likely to require such services and the use of its practice.

Agile PMO multidisciplinary type

In order to support specific project requirements, PMO also need to be familiar with some other capacity outside the project management itself, because different projects require different skills.
Development and implementation of standards providing user stories, test cases, the cumulative flow diagrams template, provide tools and training to support agile iterative development team to understand the concept.
Personnel development through training and mentoring coordination agility training sessions, coaches and mentors to help employees transition to the quick thinking mode and upgrade their skills. Encourage and support employees to participate in local activities agility.
Multi-project management communication and coordination Agile teams through different projects. Consider sharing the progress, problems, retrospective discovery and improve the content experiments. With an appropriate framework to help manage the project's main customer release layer and layer of portfolio investment themes
to promote organizational learning to collect information on the progress and obtain, store and record retrospective discoveries.
Management stakeholders to provide products people responsible for training, guidance and acceptance testing and assessment methods and provide system feedback. The importance of subject matter experts to promote the project.
Recruitment, selection and evaluation of project leaders to develop agile practitioners Interview Guide to
the implementation of specialized project task training and facilitator return, and agile project were entered into an agreement to solve the problem and provide mentors and coaches

Seven, organizational structure

Geographical geographically dispersed project may find some of the challenges hindering the progress of work in various projects.
Functional structure of the project is highly functional structure may encounter significant resistance within the organization collaboration
project deliverables size reduced project deliverables will encourage more frequent exchanges between departments, resulting in a more frequent interaction internal level organizations a more rapid flow of the value of
project personnel allocation another method is to extract a person in each department, which was temporarily fully allocated to the highest priority projects.
Heavy Purchasing Organization

Eight, microstructure evolution

Responding to challenges in the field or a single implementation of new hybrid or agile methods, it is recommended to undertake work in a cumulative manner. Common practice is to change the process as an agile project team can introduce its own to-do list changes according to their own values, or other considerations and determine its priority. Each change can be seen as an experiment, we will conduct a short test to determine the suitability of each change and further refinement / demand considerations.