Using processes to achieve organizational agility

Agile methodology has become the predominant approach to software development today. Since its inception in around 2000, tech companies have embraced the Agile philosophy of quick, iterative development that focuses on customer outcomes.

This project management process is no longer limited to software development and numerous service and knowledge businesses have recognized the strengths of the Agile approach for better outcomes in their organizations. According to the 2021 State of Agile report, produced by Digital.ai, the number of non-tech businesses that employed an Agile framework doubled in 2021 alone.

The Agile approach is one that recognizes the evolution of a product through its manufacture. It emphasizes collaboration and iteration, welcoming the normally destabilizing impact of changing requirements as part of the process. Focus is on the rapid delivery of a product or service that meets the customer needs as they are, not as they were months or even years earlier when the project began. Agile development utilizes short cycles and significant cooperation between all the stakeholders to keep the project on track, even when that track is redirected.

Even though one of the four main values of Agile is ‘individuals and interactions over processes and tools’, anyone who has any experience with the approach knows that good processes are vital to making Agile work.

Here are the three primary ways processes can help you get the most out of your Agile adoption:

Make the processes visible

Any production approach will break down if the people involved do not have a clear picture of what is expected of them. That is especially true of a rapid and reactive practice like Agile. The teams and individuals that are part of the production cycle need a very clear sense of their responsibilities and the steps that they are involved in, or the entire structure can grind to a halt.

Making processes accessible and understandable ensures that the cycles and steps of Agile development can be followed easily and effectively. Because of the tight timeframes and rapid shifts that Agile navigates, missing process break downs or activities can be destructive to the overall goal.

The essentials of feedback, iteration and self-organization rely on the clarity of processes to work smoothly. Teams and individuals should know what comes next at any point in the cycle, and who is responsible for handoffs or transitions. With an easy-to-read process acting as a roadmap, those steps will flow smoothly and keep the project on track.

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Define the feedback loops

Collaboration is core to the Agile methodology, but it does not only apply internally. As teams work rapidly on short-term sprints to achieve their immediate goals, they need to be connected with other teams that are contributing to that outcome and, most importantly, the customer.

Whether it is an internal customer, or an external client that a product is being developed for, Agile recognizes that the product is ultimately for their benefit, so their input is essential. Responses needs to be planned for and incorporated into the production process, however. It is very easy for production to get derailed if that feedback is not deliberately sought and incorporated into the regular cycle of development.

Build product updates and demonstrations into the process. Schedule regular ‘show-and-tell’ type meetings with the key stakeholders at the end of each sprint or production cycle. Identify the best people to provide that feedback, the experts within your organization or the client group, and give them ways to see how the project is progressing and provide input. User testing or product focus groups can be invaluable in making sure you do not lose touch with what the end result will be for the people that matter – your customers.

Incorporate continuous improvement

The principle of continuous improvement is actually reflected in the processes that support Agile product development. One of the key benefits of using an Agile methodology is the ability to pivot - to make a quick change in direction based on shifting circumstances, needs or technology. Agile processes will typically incorporate this with those regular check-in points that evaluate the goals of the project, both short and long term, and validate the objectives they contain.

It should go without saying that continuous improvement should also apply to the processes themselves. At the end of each sprint, and particularly after delivery points, teams should re-examine the processes that got them to that milestone. What worked? What did not? How could process breakdowns, delays or miscommunications be eliminated in the next cycle? The short iteration approach of Agile is perfect for practicing good process management, with reviews and improvements identified and implemented on the go, rather than as part of a rare and isolated report.

As businesses embrace the Agile methodology, the benefits of being responsive and connected to stakeholders become clear. That only happens when an Agile approach is supported by good processes that clearly guide the teams involved, that capture the feedback so essential to remaining agile and continue to evolve with the products and projects. Being light on your feet with your processes will help any organization make the most of the Agile approach.