Agile inclusion - what to consider before you go hybrid?

Published:
Updated:
Agile inclusion - what to consider before you go hybrid?

This post was last updated more than 1 year ago. Some content may be out of date.

“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.

Author

Ákos Orosz
DevOps engineer

Author

Patrick Bakos
Test automation engineer

Author

Gabriella Keserű
Atlassian Consultant

Author

Zalán Balhási
Presales Engineer

Author

Thorsten Letschert
Product Marketing Manager at Decadis

Author

Gizem Gökçe
Atlassian Apps Manager at OBSS

Author

Evita Legzdiņa
Marketing Manager at eazyBI

Author

Zoltán Szentesi
Agile Coach

Author

Beatriz Biscaia
Content Marketing Specialist at Xray

Author

Jay Prakash
Senior Product Marketing Manager at Upscale

Author

Danut Manda
Co-founder & CEO at StonikByte

Author

Richard Birks
Senior Product Marketing Manager at ScriptRunner

Author

Yuri Kudyn
Co-founder of Release Management Apps and Journy.io

Author

John David Adler
Atlassian Consultant

Author

Csomós László
Senior Engineering Manager, GSBS Atlassian Team

Author

Tibor Mozsik
Head of Marketing

Author

Velizar Borisov
Atlassian Community Leader

Author

Julia Skoursky
Refine

Author

Claudia Kecskés
Senior Marketing Specialist

Author

Ármin Kubik
Backoffice team leader

Author

Csaba Geiszt
Software Engineer

Author

Amadea Kecskés D.
Sales Development Representative

Author

Endre Tuboly
Atlassian Consultant

Author

Bogi Pilinger
Backoffice Trainee

Author

Richárd Hevesi
Software Engineer

Author

Anna Nagyné Széles
Atlassian Consultant

Author

Lorena Santana Somogyi
Sales Development Representative

Author

Richárd Konráth
Atlassian Consultant

Author

József Porohnavec
Atlassian Consultant

Author

Péter Orosz
Software Engineer

Author

Alex Nita
Solution engineer - Atlassian

Author

Dósa Zoltán
Agile Coach

Author

Dr. Gábor Manhertz
Vincotech Hungária Kft. - IT Development Team Leader

Author

Christiaan Joubert
Marketing Specialist

Author

Jack Graves
Founder - Capable

Author

Andrea Nikolics
HR manager

Author

Anna Odrynska
Chief Strategy Officer and Co-owner of Alpha Serve

Author

Phill Fox
Principal Customer Success Advocate at Adaptavist

Author

Faith Nyamande
Senior Product Marketing Manager, Appfire

Author

Dr. Varga Balázs
Ügyvéd

Author

Hannes Obweger
Co Founder and Co-CEO at JXL

Author

Gergely Vásárecki
Atlassian Advisor at Bee Wise

Author

Gergely Fehér
Director, SwS Operations and Delivery

Author

Gergely Nyaka
Foreign Business Manager

Author

Zoltán Nagy
ITIL Master

Author

Bence Kovács
Licencing Associate

Author

Alexandra Terék
Support Engineer

Author

Eszter Ernszt-Galamb
Marketing specialist

Author

Tímea Kalán
Senior Controller

Author

Gábor Kozma
Test Automation Engineer

Author

Szotyi
Head of Security

Author

László Csekő
Software Engineer

Author

Bobek
Team Happiness Manager

Author

Annie
Emotional Support Specialist

Author

Márk Szabó
Head of DevOps

Author

Tibor Gyulay
Organizational developer, Trainer, Coach

Author

Emich Szabolcs
Agile coach and Trainer

Author

Warren Da Costa
Senior Product Manager for ScriptRunner for Jira on-premise

Author

Jaime Capitel
Content Creator

Author

Marta Pastor
Product Owner

Author

Marczisovszky Dániel
Atlassian consultant and application developer

Author

Berentey Zsolt
Founder and Front-end Technologies Director

Author

Katelyne Merza
Marketing Manager

Author

Karina Silvia
UX/UI Specialist

Author

Joshua Brock
Author & Technical Writer

Author

Britta Neugebauer
Marketing Manager

Author

Wojciech Andryszek
Content Specialist

Author

Reece Lander
Tech Lead for ScriptRunner for Jira on-premise

Author

Morgan Folson
Product Manager of Custom Charts

Author

Dylan Lindsay
Senior Product Manager

Author

Dea Spiljaric
Product Marketing Manager

Author

Alexandra Szebellédi
HR specialist

Author

Cécile Sablayrolles
Content Manager

Author

Mara Neumann
Marketing Manager

Author

Klaida Sulko
Product Marketing Specialist

Author

Tea Susnjar
Content Writer

Author

Patrick Cartier
Technical writer for Seibert Media

Author

Federico Baronti
Partner Manager

Author

Preston Dube
Marketing Manager

Author

Kamil Beer

Author

Raj Sehmi
Customer Success Manager

Author

Umer Sohail
Product Marketing

Author

Bálint István Berente
Software Engineer

Author

Dr. Zsuzsa Sebestyén
Licencing Associate

Author

Gergely Szikszai
Software Engineer

Author

András Gede
Support Engineer

Author

Levente Nagy
Software Engineer

Author

Dávid Treszler
Video Production Specialist

Author

István Attila Nagy
Software Engineer

Author

Zsuzsa Gábri
Office Manager and Training Associate

Author

Károly Békési
Atlassian Consultant

Author

István Florencio Ascarza
Customer Success Specialist

Author

Andrea Rákosfalvy
Customer Success Specialist

Author

Anna Csapó
Manual Tester

Author

Imre Madarász
Customer Success Specialist

Author

László Sziács
Head of Consulting

Author

Tamás Kiss
Consulting Team Lead

Author

Dániel Szotyori
Customer Support Team Lead & Product Owner

Author

Róbert Szabó
Consulting Team Lead

Author

Fruzsina Sipka
Marketing & UX Design

Social Share Buttons

Agile inclusion - what to consider before you go hybrid?

Megjelent:
Frissítve:
Agile inclusion - what to consider before you go hybrid?

Ez a bejegyzés több mint 1 éve frissült utoljára, a tartalom bizonyos elemei elavultak lehetnek.

“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.

Gyakran ismételt kérdések

No items found.

Szerző

Orosz Ákos
DevOps mérnök

Szerző

Bakos Patrick
Test automation engineer

Szerző

Keserű Gabriella
Atlassian tanácsadó

Szerző

Balhási Zalán
Presales Engineer

Szerző

Thorsten Letschert
Product Marketing Manager at Decadis

Szerző

Gizem Gökçe
Atlassian Apps Manager at OBSS

Szerző

Evita Legzdiņa
Marketing Manager at eazyBI

Szerző

Szentesi Zoltán
agilis tréner

Szerző

Content Marketing Specialist at Xray

Szerző

Jay Prakash
Senior Product Marketing Manager at Upscale

Szerző

Danut Manda

Szerző

Richard Birks
Senior Product Marketing Manager at ScriptRunner

Szerző

Yuri Kudyn
Co-founder of Release Management Apps and Journy.io

Szerző

Adler John David
Atlassian tanácsadó

Szerző

Csomós László
Senior Engineering Manager

Szerző

Mozsik Tibor
Marketingvezető

Szerző

Velizar Borisov
Atlassian Community Leader

Szerző

Julia Skoursky
Refine

Szerző

Kecskés Claudia

Szerző

Kubik Ármin
Backoffice csoportvezető

Szerző

Geiszt Csaba
Szoftverfejlesztő

Szerző

Kecskés D. Amadea
Sales Development Representative

Szerző

Tuboly Endre

Szerző

Pilinger Bogi

Szerző

Hevesi Richárd

Szerző

Nagyné Széles Anna
Atlassian tanácsadó

Szerző

Santana Somogyi Lorena

Szerző

Konráth Richárd
Atlassian tanácsadó

Szerző

Porohnavec József
Atlassian tanácsadó

Szerző

Orosz Péter
szoftverfejlesztő

Szerző

Szerző

Dósa Zoltán

Szerző

Dr. Manhertz Gábor

Szerző

Szerző

Graves

Szerző

Nikolics Andrea

Szerző

Anna Odrynska

Szerző

Pill Fox

Szerző

Faith Nyamande

Szerző

Dr. Varga Balázs

Szerző

Hannes Obweger

Szerző

Vásárecki Gergely

Szerző

Fehér Gergely

Szerző

Nyaka Gergely

Szerző

Nagy Zoltán

Szerző

Kovács Bence

Szerző

Terék Alexandra

Szerző

Ernszt-Galamb Eszter

Szerző

Kalán Tímea

Szerző

Kozma Gábor

Szerző

Szotyi

Szerző

Csekő László

Szerző

Bobek

Szerző

Annie

Szerző

Szabó Márk

Szerző

Gyulay Tibor

Szerző

Szerző

Warren Da Costa

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Szerző

Umer Sohail

Szerző

Berente Bálint István

Szerző

Dr. Sebestyén Zsuzsa

Szerző

Szikszai Gergely

Szerző

Gede András

Szerző

Nagy Levente

Szerző

Treszler Dávid

Szerző

Nagy István Attila

Szerző

Gábri Zsuzsa

Szerző

Békési Károly
Atlassian tanácsadó

Szerző

Ascarza István Florencio

Szerző

Rákosfalvy Andrea

Szerző

Csapó Anna

Szerző

Madarász Imre

Szerző

Sziács László

Szerző

Kiss Tamás

Szerző

Szotyori Dániel

Szerző

Szabó Róbert

Szerző

Sipka Fruzsina

Megosztás

Kapcsolódó tartalmak

No items found.