MONETICAL.AGILE Optimising an Agile Organisation


Ensuring the organisation’s Agile capability is constantly adapting to meet the needs of an ever-changing environment is the primary purpose of Stage 3 of the Monetical.Agile transformational framework.

An Agile Coaching Centre of Excellence hold full responsibility for the continuing improvement in response to an ever-changing series of internal and external factors requires both the introduction of new Agile Ways of Working and an expanding Agile Mindset across all its employees.

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Agile Centre of Excellence

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Throughout the ‘Design’ and ‘Creation’ stages of the Monetical.Agile transformational framework, the scope and importance of the Agile Coaching community increased with each additional Team or Squad. Having reached a suitable Agile capability and maturity (i.e. scoring in excess of 80% against industry best practices) the role of the Agile Coaching community takes two changes in direction.

  • Individual specialisation - each Agile Coach to take responsibility for one or two Agile topics, e.g. process improvement, Agile Tools, Lean or Kanban

  • Coaching to consultancy - the Agile coaching community, typically reaching across multiple functions or departments consolidate their expertise, which they then present back to the organisation as a ‘service’.

 

tailored assessment

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As the adoption of Agile Ways of Working and an Agile Mindset become the de-facto within the organisation calls for a tailored capability assessments. Blending industry ‘best practices’ with internally emerging best practices ensure the organisation creates a ‘organisational standard Agile Ways of Working’ that blends existing governance, processes and tools to drive up efficiency by promoting a common understanding and consistent way of working.

 
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operational best practices (Blueprint)

With a growing number of successfully mobilised Teams and Squads that have completed the standard mobilisation journey activities and reached a suitable capability level, provides the Agile Coaching Centre of Excellence with the sufficient insight to optimise the organisation’s operating blueprint and develop it’s own mobilisation journeys. Typical optimisation steps include;

  • reduced number of mobilisation activities

  • light-touch capability assessments

  • Scrum Master led Agile Ways of Working adoption

  • Scrum Master led Agile Capability Assessment management

 

organisational best practices (HRM)

Expanding the HR team’s role by exploiting its extensive insight into successful Team or Squad structures, training and coaching activities and success role appointment and promotion; In Stage.3 the organisation is looking to the HR team to increase the organisational capability and maturity by defining best practices and guidelines on such topics as:

  • individual and team performance assessment

  • professional development pathways, (e.g. career paths) for Product Owners, Scrum Masters and Agile Coaches.

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Scaling Agile Ways of Working

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Having established how to successfully mobilise a number of internalTeams and Squads during the first 9 months of the Agile transformational program, this experience must be captured and published as the organisation seeks to adopt Agile Ways of Working beyond the more common departments or functions, e.g. software engineering, marketing and customer services.

Creating the appropriate mobilisation journeys, investing in additional Agile tools and publishing revised governance and reporting techniques that meet the unique characteristics of such functions as Financial, Facilities, Legal and Administration. Furthermore, the design and deployment of the appropriate guidelines relating to Agile Ways of Working with external suppliers, agencies, partners and customers.

 

capability - assessment and scaling mindset

Constantly assess and adapt the organisation’s tailored operational and HR blueprints following a review of newly published corrective measure to effectively identify and share best practices.

Appointment resources responsible for undertaking a regular comparative assessment of operational and commercial performance against the organisation’s tailored capability assessments, scaled frameworks and Agile mindset behaviour. Constantly reducing the complexity of such activities and their scope to retain a strong sense of efficiency.

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