Changing companies with agile

When a company, or team intended to be agile, mainly be based on two principles:- Improve and increased productivity- We are so evil to be a change of scenery.

In the first case, teams can be productive, but want more, touch the "excellence" or simply better as a team or company, for more productivity, improve in their daily lives, etc.

In the second case, the scenery changes, the company has no competitiveness, or if you have not desired, they are not productive, even may even be unprofitable or be about to consider that they are not if they continue with the same strategy established until then.

When a team or company decides to be agile, are presented dilemmas and "dark sides", for lack of knowledge on methodology, guidelines to perform ceremonies, and especially agile values. Wanting to be useless unless you purchase agile and mature inside the "seed" or seed, called agile. These values ​​planted in the firm, ripened, get pampered and expanded that company an agile company itself.

For them the equipment must be synchronized, display operation, check the process, encourage him to adapt, and finally pollinate.

Each of these functions or phases generate value for the company and depending on the type of company can be sequential, parallel, or big-bang; but they all have to be made:

SYNCRONIZED: The teams to collaborate with other teams do not have to be agile latter, on the contrary, are normally established agile teams in their home should relate to non-agile teams, and gradually all will be uploaded to this spiral of change. You have to locate offices, joint activities, and synchronization. For this is a very useful and easy to implement pattern, whether within agile teams, and the non agile teams and this is the daily meeting. A meeting synchronization to say that he has done, to be done and what problems have been identified. It is not a meeting of "progress report" is a meeting synchronization to know what is working, and coordinate efforts and to go to achieve the common goal: to be agile and finish the product in time / cost.

DISPLAY INFORMATION: Something as simple as displaying information, enables more fluid collaboration, sharing information. Through this display, with online tools, or physical kanban boards, 2 panels simply states, located problem, possible solution, etc. In this way all problems, dependencies between individuals or teams, localized risks, impediments, etc. are displayedENCOURAGE:The incentives is very widespread in different types of companies, but have to follow the premise, the incentive is to be team, collaboration, and not by individuals, individually. To encourage these objectives must be specific, measurable, achievable and attainable by the teams, they are not to be "utopian" and unrealistic goals. They must be limited in time and especially useful for the company.

CHECK: The agile is based on continuous improvement, and for this we must constantly check the process, as it is, you can improve, to do a coach or both internal facilitator and externally is in charge of verifying evolution measurements, coordinate with "roadmap" or guidelines pooled. Kanban by a panel can make such verification team, and columns to be evaluating their status, their improvement, their strengths and weaknesses to establish lines of improvement points.

ADAPT:Throughout the agile movement, there is a phase change, some premises initially defined working, it is displayed and evaluated and adapted to improve. This adaptation must be defined by the team spirit to be performed by all, slowly with continuous improvement (kaizen) or global experiment and big-ban (kaikaku). But let it be known that is what we want to adapt to the company, values, processes, techniques, philosophy. All this will come on board as measures to be taken on the basis of all synchronization processes performed pre-visualization-verification.

POLLINATION: We must be insects, bees. If something works for us in the company or in our teams we must move to other teams, so we mutually enrich and contribution of such knowledge, today for you tomorrow for me. Share the visions, strategies, creating transversal knowledge and support equipment. Create guides, best practices, techniques teamwork and very importantly, conduct open internal space in the company for such pollination reaches all members behind, reluctant, skeptical, motivated and guides. In this way we will be pollinating in all Member and faster (motivated and guides) or slower (behind, reluctant and skeptical) They will be maturing inside agile.