Leverage technology & agile delivery framework to achieve business agility.
Stay ahead of the market instead of merely catching up.
Design on Cadence, Release on Demand
Today’s market is unpredictable. It requires organizations to have the business agility to respond to market demands and customers’ changing needs. Many have realized the importance of leveraging technology and an agile delivery framework to undergo digital transformation in order to achieve business agility; enabling the organization to be ahead of the market instead of merely catching up. This is accomplished through shorter and iterative delivery and learning cycles with focus on value delivery.
We are proud of the fact that we have a long history of success in driving value to companies by leveraging an Agile Delivery framework. We partner with organizations to provide industry expertise and best-practices to drive Digital Transformation to achieve business agility. Our philosophy is rooted in the idea that transformation has to be done internally: it cannot be performed for you. Thus, we partner with internal stakeholders, who become internal experts and gain the knowledge and experience to lead their organization’s digital transformation journey. Establishing an internally-developed agile delivery framework that is relevant to the organization and at a sustainable pace.
Vincerion combines the values and principles of the Agile Manifesto along with the client’s organizational capabilities, to implement an effective transformation approach.
It involves the intricacies of leveraging existing practices that have helped propel the organization in the past. There is no need to recreate the wheel, but the current market’s need warrants the organization to enhance the existing practices to make it more effective. It requires incorporating the values and principles of the Agile Manifesto to enable the organization’s Business Agility. This includes incorporating the values and 10 principles listed below:
Customer Centricity
The customer is the heart of the organization’s decision-making system. All decisions and actions are done with the intent of satisfying the customer. Without the customer in mind, what else is there to consider? Organization activities revolve around consistent customer-engagement. This involves the collection of solicited and unsolicited feedback, tracking customer behavior and satisfaction (or dissatisfaction), and other activities that provide insight to the customer’s wants and needs. The prioritization of work is meant to align with the customer’s feedback and/or requirements to meet their evolving needs.
Iterative Delivery Cycle
To orchestrate the flow of value through the delivery pipeline, the team (or teams of teams) operates in a continuous iterative agile delivery cycle. The team(s) decide the optimal cycles from week(s) to a month. There is a preference for a shorter timeframe. It helps support the continuous flow of value via continuous integration and a continuous deployment pipeline. It promotes predictability that results in customer confidence. No one big bang solution. Building and shaping solutions using an incremental approach.
Knowledge Workers
We should never fail to remember that value delivery would not be possible without the skills and time of knowledgeable team members. Organizations must provide a conducive environment for innovative work. An environment that empowers the team to make decisions and proceed with the planned work without the fear of failure. Since failure is seen as an opportunity to learn as opposed to being a reason to punish or reprimand.
Be Collaborative and Self-Organizing Teams
“It’s not the manager, it’s not the executives, nor is it the consultant’s decision. It is the team’s decision!” As part of an agile delivery model/framework, teams are empowered and encouraged to self-organize. They are closest to the work, thus, they know the process and structure that would work best for them. This also includes how the team collaborates with customers, business units, suppliers, and others. For as long as they embody and promote the value of customer collaboration over contract negotiation.
Measurable metrics
We believe in the importance of achieving alignment by clearly articulating the objectives through quantitative and qualitative measures. This helps team members understand the objective and validate that the work will, or has, effectively achieved the original intent. Measurable metrics also help with the lean start up approach in optimizing the use of scarce resources to persevered or pivot the implementation of a solution.
Working software
As the Agile Manifesto states: “There’s no better way to show progress than demonstrating working software (or solutions).” This is a practice that is not only encouraged but emphasized. We believe in delivering value by demonstrating working solutions instead of just presenting beautifully animated presentations and just talking about ‘what if’s’ scenarios.
Sustainability
The nature of agile delivery relies on the regular and continuous delivery of innovative value. This is embodied in a common teaming structure that operates in a common cadence. Supporting a consistent iterative process of plan, do, check, and adjust (PDCA) that allows the team members to maintain a sustainable cycle of value delivery.
Technical excellence and quality
Value released to customers is not merely the delivery of working solutions, but it also ensures that quality is built into the product or service. In building innovative solutions and increasing the speed to market, teams have a high tendency of accruing technical debt. But it should not be a reason to sacrifice quality. Every team must build with the deliberate intent of building in quality within every product and service that is being delivered to the customers.
Maximizing the amount of work not done
We endeavor to be always effective and efficient in accomplishing the work at hand. The focus is on meeting the objectives instead of merely completing tasks. The emphasis is on fulfilling the objective and not a contest of task completion. A team may have started with the objective of completing 3 stories in one cycle that translates to 12 tasks. Accomplishing all 12 tasks does not necessarily mean that the iteration goal/objectives have been met. But verifying that the work that has been completed meets the acceptance criteria of the stories will. Even if it means that not all 12 tasks were done. This shifts the focus on value delivery than merely checking the box.
Tune up with Learning
We take short iterative learning cycle with the intent of applying a continuous improvement process. This includes the ability to respond to change instead of following a plan. This does downplay the importance of a plan. Instead, it is the ability and desire to learn from every iteration and gain insights into the past to make future product/service/solution deliveries faster and better.
Vincerion has expertise in enabling cloud adoption, shifting from project to product, Scaled Agile Framework, lean portfolio management, to name a few. We help organizations organize Agile Release Train (team of teams) based on the Agile Manifesto principles and Lean agile delivery approach. We leverage measurable metrics (e.g. Flow Framework, OKR’s, Velocity, Business Value, etc.) to be deliberate in delivering value to the organization.