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I have to reply for two person’s post. Just need to give your opinion based on their post. Person 1Gregory’s post: What is Agile Scaling?
Why are organizations trying to scale Agile?
Discuss some of the challenges of scaling Agile in the enterprise.
Agile scaling is the capability to manage agile at the team level, while establishing the same sustainable principles, practice, and outcomes at other layer of the organization. Critically, the need for agile scaling is becoming demanding in most enterprise because the need to be able to adapt to market environment is becoming a necessity in other to be competitive with the customers evolving needs. Agile enterprising is working hard in delighting them in the process, providing flexibility/customizable solutions, supporting teams, working on unified front and, shifting mindset to place technology as strategic enabler and inspiring agile ways of working outside of software and IT teams. Many companies try to scale down in other to predict delivery, manage cross-team dependencies and focus on the right business objectives with the hope of improving customer satisfaction, loss of market share or revenue. Additionally, all enterprise do more effort to invest in agile in other to capture the benefits of scaling agile so that they can remain competitive in today`s market which is so much dynamic as new entrant enter the market. Enterprise Scaling agile is more of a cultural transformation, where the business’ people, practices, and tools are committed to improving collaboration and the organization’s ability to execute against its strategy. consistently, agile scale changes across these areas help decentralize decision-making, create greater transparency and alignment around work, and increase speed to market, all while hard coding the values of agile into the DNA of the organization. Organizations at the beginning of their agile scale may only have pockets of people practicing agile, and work may be dominated by traditional project management procedures focused on managing a project from conception through to delivery in other to scale down. This may prompt cross-functional teams to organize in a way that improves efficiency, keeps them laser-focused on the value they’re delivering, and helps them navigate change by empowering them to make proactive decisions to help them meet their business’ objectives. Unfortunately, there’s no right way to scale agile but everything depend on organization customer target and capability to execute agile scale enterprises Mostly, a lot of organization focus on scaled agile frame work which is a set of organization and workflow patterns for implementing agile practices at enterprise scale. This was formed around three primary bodies of knowledge: agile software development, lean product development, and systems thinking. However, this helps organization promotes alignment, collaboration, and delivery across large numbers of agile teams. In the same vein, large scale scrum is essential regular scrum applied to large- scale development then scaling requires less rules, roles, and artifacts to drive success. During agile scaling, scrum at the team level requires few teams sharing a backlog, collaborative planning across multiple teams, along with the general principles of pull and self-organization that any smaller agile team may be familiar with Technically, there are many reasons why many organizations practice agile scaling. These reasons are; 1. It Defines roles and organizational structure changes 2. It supports Customer-centric organization and development 3. It promotes Agile/Scrum practices and cadence 4. It determines and support Adoption maturity (Take time to change) 5. It improves Dependency improvements 6. It supports bottom up & top down buy-in (Actually change) 7. It integrates People, Lean, and systems thinking in a more economical way. Furthermore, one of the most difficult things to do is scaling agile because when an organization goes all-in on a scaled agile framework, or implements a homegrown process, remember that “agile at scale” is not the end goal. The end goal is to effectively execute your strategy because a lot of things need to integrate with a greater visibility which requires different software tools. Making incremental improvements with the aim of scaling down have a lot of quality control issues because managing resources with new opportunity will be a difficulty challenge because scaling down might lead miniaturize productivity. Enterprise Agile scaling is challenging because it does not have any lay down rule on how to navigate the agile scaling. Person 2 Metta’s post: discuss the Implications of organizational culture and values in enterprise Agile project management frameworks Organizations have to find a way to strategically coordinate all agile projects including communication, resources, delivery time, etc. Adopting and scaling agile within the organization means that the new framework has to be embedded into the organizational ecosystem and culture, which is the shared values, and belief systems within the organization that influences how people within the organization act (Strode, Huff, & Tretiakov, 2009). There are two ways to do it, “fit the ecosystem to the process or fit the process to the ecosystem” (Cockburn Highsmith, 2001, p. 133). This posting will discuss the values of scaling agile project management framework and implications on scaling agile within organizational cultures. Scaling agile in the organization does not mean that the team for each project expanded, rather than the number of the teams that need to be organized is expanded (Shrivastava, 2015). Adopting agile is not just changing the organization’s process, it has a deeper commitment by the organization’s stakeholders and the adoption will change the organization’s framework. Hence, organizations have to be ready to make a fundamental change in the way they work. There are values in scaling agile such as faster time of product development and market delivery which resulted in meeting high customer satisfaction (Berger and Eklund, 2015). The model gives the agility to be flexible and respond to change. Companies found that the agile framework is effective, has better performance delivery, and enhances employee morale (Cockburn Highsmith, 2001). However, due to the feedback mechanism in which form the agility, it is harder for the non-software development teams to adopt scaling agile (Berger and Eklund, 2015). Cockburn and Highsmith (2001), argue that for the framework to work well both the people and the organization must be agile and cannot be rigid. Scaling the agile framework and implementing it within the organization is considered a change effort. Hence, an organization must understand the change elements and the change processes that correspond to the organization and its innovation. It is important to understand the nature and the context of change to determine the appropriate strategies to make the change effort successful. An organization’s culture before agile adoption tends to be the main factor for successful adaption (Kalenda, Hyna, and Rossi, 2018). The notion is supported by Store et.al. (2009), they state that factors for successful agile adoption within an organization are: values on feedback, learning, and teamwork, management modeled leadership and collaboration outcomes-oriented leaders are innovative and risk-taking there are mutual trust and commitment within organizational’s stakeholders There are implications in implementing scaling agile within the organization, one of them is employees’ responses towards the change (Kalenda et. al., 2018). Piderit (2000) suggests that there are three dimensions of employees’ responses towards change and employees can have multi-dimension attitudes towards the scaling agile framework process which are positive or negative beliefs; positive or negative emotional aspect (such as feeling happy or fear because of the change effort); intentional aspect towards change. There are several reasons why individuals resist to change, it can be because there is a lack of trust in people who propose the change; belief that there is no need for change; belief that the change effort is unlikely to succeed; people see that there is an economic threat if the change occurs (for example people is afraid that they might lose their job because the change is involved with replacing people with new technology); the change is relatively high cost; people fear that they will not be able to perform under the new system; loss of status or power; threat to personal values and ideals; people resent the change because they do not want to be controlled by others unless they are allowed to have a choice in determining how to change (Piderit, 2000). When an organization adopting an agile framework, it needs to scale the framework for effectiveness and efficiency within the organization. Scaling agile has to be treated as the organization’s strategic move and embedded into the organizational cultures. It is a big change effort, thus, the adoption has to be treated as such, and understanding the change management process and theories will help successful adoption.
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