AgileConstellation

TURNING COMPLEXITY INTO VALUE

 

Business Agility is a key objective for many organizations, regardless of their industry and markets, and we can say the same for Antifragility. To achieve such objectives, the development of an Agile mindset, along with an adequate set of contextualized practices, is surely the best course of action that an organization should consider and experiment with.

It is important to avoid the trap of considering Agile useful only for software development. Despite the common belief, the roots of Agile are in non-software companies, as highlighted in 1986 Harvard paper "The New New Product Development Game” by Hirotaka Takeuchi and Ikujiro Nonaka.

In relation to these premises, AgileConstellation was born, an open-agora to collect the experiences of declination of Agile and Lean in contexts characterized by products and solutions that impact multiple disciplines and specific engineering domains.

The goal is to overcome typical problems of parallel development that are integrated only at the end of development, so called Big Bang Integration. This type of integration generates several critical problems:

  • development efficiency is heavily penalized, as teams do not continually communicate between them, do not share know-how, nor strength or weakness elements.
  • problems emerge only late in the development cycle, where fixing has high costs, especially for hardware components.
  • the resulting solution is, often, a low-quality compromise, driven by time constraints suffering from workarounds where components do not integrate perfectly.

The actula Agile Constellation domains are just a few influenced by Business Agility today. Business Agility impacts more than processes or frameworks, it changes the concept of flexibility and enhances organizational survival abilities.It is crucial to emphasize that there is no single path towards Business Agility: it is a journey and the first step is the most difficult to take.

AdaptivePM

AdaptivePM is responsible for providing the fundamental tools for the governance of the activities related to the development of custom products, managed through a project-based action, making the best use of predictive (waterfall) or adaptive (agile) practices in relation to specific needs.

The attached workflow, AdaptivePM Workflow, fully embraces the 5 canonical phases of project management (inspired by PMIBOK): Start, Planning, Execution, Monitoring and Control, Closing, adding that of Post Go-Live and providinga guideline on how to adequately fill each phase with the most appropriate methodological and operational tools.

haikai apm lotus

haikai apm phases

  • Initiation (or Envisioning, the term used in relation to Agile lifecycles): this begins with a feasibility study. If the project is considered valid and feasible, the process continues with defining its scope, identifying objectives, and determining the resources required.
    Planning (or Speculate, the term used in relation to Agile lifecycles): this is essential for successfully managing a project, whose specific characteristics are captured in a project plan.
  • Execution (or Explore, the term used in relation to Agile lifecycles): this is the phase in which the activities and deliverables needed to achieve the project objectives are developed, with the support of the project manager, who monitors the implementation of the plan and ensures the necessary alignment with stakeholders.
  • Monitoring & Control (or Adapt, the term used in relation to Agile lifecycles): this phase runs in parallel with execution and closing, and focuses on monitoring the implementation of the plan and managing the necessary alignment with stakeholders.
  • Closing: this phase is responsible for finalizing all aspects of the project and enabling the various participants to capture its outcomes, as well as for carrying out a critical review of what happened during its delivery.
  • Post Go-Live: this involves providing support for what has been released into production. It is a post-project phase, similar to the initiation phase, which is effectively pre-project, and it is short in duration, typically lasting 3–6 months.(or Envisioning, the term used in relation to Agile lifecycles): this begins with a feasibility study. If the project is considered valid and feasible, the process continues with defining its scope, identifying objectives, and determining the resources required.
Regardless of its industry, a company can always try to be more flexible and better than it was yesterday
..:: Adaptability is essential to survival in a changing environment ::..
Free Joomla templates by Ltheme