How do you scale agile or waterfall across multiple business transformation initiatives?

After working in both approaches, this is what I found in my career - Don't just think agile is better than waterfall or vice versa, - There is no one-fit approach. When running major initiatives the way I best serve is how break them down and turn in into a program and then run projects under the program. Now under the program project can follow different approaches under a common reporting layer. - Agile is great for software development in an outsourcing environment and an environment where the outcome of the product is not clear. - If the outcome is clear in mind waterfall is very effective if we break down into micro projects by forming a program.

Agile adapts quickly to change, making it ideal for dynamic environments. Waterfall's structured approach suits projects with stable, clear requirements.

When scaling Agile or Waterfall across business transformation initiatives, the choice depends on the project's scope clarity and expected outcomes. With experience in both approaches, I've found that neither is inherently superior. For projects with a well-defined scope, like implementing an existing external merchandising solution, I prefer using a Waterfall model to deliver an MVP. This allows for structured planning and execution. Once the MVP is established, Agile sprints can be introduced to iteratively improve and refine the solution, combining the strengths of both methodologies for optimal results.

I believe that to scale agile or waterfall approaches across multiple business transformation initiatives, it is essential to establish a robust and adaptable management structure. The powerful combination of agile and waterfall approaches can be tailored to the complexity of various initiatives. Likewise, strategic planning should be flexible to allow for adjustments as needed, and effective communication between teams and leaders is crucial. Additionally, the implementation of collaborative technologies and a focus on continuous feedback facilitate scalability and success in organizational change.

Encourage teams to regularly reflect on their processes, identify areas for enhancement, and implement iterative changes to optimize efficiency and effectiveness.

Here are the pros and cons I found in Scale agile Pros - - Useful for the large initiatives which will lead to a restless innovation mood. - Running a program in scale agile is effective for software development. - There are many useful templates, and tools already available, so don't need to reinvest all the wheels. - Stakeholder and program management team see better coordination among the large program team members. Cons- - Required trained and skilled program and project management team. - Often increases the cost and overhead of project management.

Agile at scale is the ability to drive agile at the team level, while applying the same sustainable principles, practices, and outcomes at other layers of the organization. Scaling agile frameworks is 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. Ultimately, changes across these areas will 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.

Foster a culture of adaptability and responsiveness, empowering leaders to pivot strategies, allocate resources, and foster collaboration in real-time to address emerging obstacles.

Scaling agile requires a tailored approach, considering frameworks like SAFe or LeSS to fit your organizational needs. Clear vision and empowered teams are crucial for overcoming coordination and communication challenges.

In addition to a scaling methodology, it may help to organize the Agile capabilities in a separate organizational construct, especially for companies new to Agile or those who have had limited success in delivering value at scale from it. A common approach is to create a Factory model (often called a "digital factory" or "solutions factory") outside of existing IT confines. This becomes the center of the Agile transformation, enhancing the move to building fail-fast capabilities. The Factory lead optimizes investments in the portfolio of transformation initiatives, manages business and technology stakeholders and partnerships, and instils new ways of working.

Here are the pros and cons I found in scaling waterfall Pros- - It establishes a clear program and stakeholder management structure - Create great documentation, so the program requires documents (for example: Government, defense) this is a great approach - Clients who like a structured approach and want to get the full knowledge transferred to them, they love this approach Cons- - A bit strict so does not offer a great amount of flexibility in terms of major changes - Less stakeholder engagement so it requires a great program manager who can identify the risk far ahead and nail that down - This can lead to a long-term lead time. So I prefer to break the whole program and collect feedbacks early

My experience with waterfall scaling is consistent with industry leaders, who support strong change management as a risk mitigation strategy. Large-scale projects frequently experience scope creep and expense overruns, which can be avoided with careful risk assessment at every stage.

Scaling the waterfall methodology requires meticulous portfolio management to ensure alignment with strategic goals while balancing the trade-offs of reduced flexibility and increased risk. Regular communication and clear project parameters are essential.

Encourage teams to identify inefficiencies, bottlenecks, and areas for optimization within the waterfall process, allowing for iterative enhancements to increase efficiency, flexibility, and adaptability over time.

After deciding on the methodologies, agile or waterfall, decide on the frameworks. The popular framework includes - - Scaled Agile Framework (SAF): Focuses on aligning teams and delivering value across large organisations - Large-Scale Scrum (LeSS): Emphasises minimalism and self-organisation among teams - Disciplined Agile (DA): Offers a flexible approach that incorporates various agile practices tailored to the organisation's needs.

Scaling agile or waterfall methodologies across multiple business transformation initiatives involves assessing each initiative's unique characteristics and selecting the appropriate methodology accordingly. Factors to consider include the initiative's size, complexity, stakeholder dynamics, and regulatory requirements. Agile methodologies like Scrum or Kanban can scale effectively through frameworks such as SAFe or LeSS, while waterfall may be suitable for initiatives with well-defined requirements and a stable environment. Hybrid approaches blending agile and waterfall elements can also be considered.

Choosing the right methodology for scaling in a company involves considering factors such as project complexity, flexibility requirements, customer involvement, risk tolerance, timeline predictability, team expertise, regulatory compliance, previous successes, and project size. The decision should align with the project's unique needs and the organisation's culture, considering whether Agile, Waterfall, or a hybrid approach is most suitable.

Here are some tips to help you decide: ?? Agile is best when: - You need frequent feedback and iterations. - The project scope is expected to change. - You want to deliver value continuously. ??? Waterfall is ideal when: - You have clear, fixed requirements. - The project follows a linear path. - You need a rigorous documentation process. Remember, you succeed by matching the methodology to the project's nature, not forcing a project to fit a methodology. Choose wisely! ??

Before choosing the right methodology that fits your organization, a Value Stream Mapping (VSM) exercise is essential. VSM is a powerful tool that acts as a cornerstone for business transformation by providing a clear, visual representation of how value is created and delivered to customers. VSM serves as a building block by: 1. Identifying Value-Adding Activities 2. Revealing Process Inefficiencies 3. Enabling Data-Driven Decision Making 4. Fostering Collaboration 5. Driving Continuous Improvement Through a deeper understanding of the value flow through the system, it becomes easier to identify what is the right methodology for your organization.

In my leadership experience, choosing the right methodology is crucial for successful business transformations. Agile excels with skilled teams needing flexibility and active business involvement, fostering rapid iteration and collaboration in dynamic environments. Waterfall, on the other hand, is ideal for projects with fixed costs, timelines, and well-defined goals, offering structure and predictability. I advocate for a hybrid methodology that blends Agile’s adaptability with Waterfall’s structure. This approach allows for tailored solutions, meeting the unique demands of each initiative while aligning with broader business objectives. By combining the best of both worlds, you drive more effective, sustainable transformations.

Like I mentioned earlier there is no one size fit here. When I work, my only objective is to get to the result. Here are the top 3 things I start to consider - What resources do I have now, and what I can have on the way? How certain am I to have those resources - What industry I am in and what is the difficulty level of the program I am going to solve by my program/project - What is the organization's culture? What methodology was used previously, were they successful or not, and why did so?

Strategically implementing a scaling methodology involves analysing project intricacies, engaging stakeholders, assessing team expertise, considering regulatory needs, and leveraging insights from past projects. Tailor the methodology meticulously, communicate effectively, and foster a culture of continual improvement.

Regardless of the selected method, using a pilot rollout of the framework to a specific business area is key. From my practical experience rolling out SAFe implementation using a pilot approach, the following are some of the realized benefits: 1. Gradual change to the organization and smoother change management 2. Risk mitigation by identifying challenges earlier and minimizing disruptions 3. Learning and adaptation, no matter how many scaling implementations you led, there are always organization-specific learnings that you can gain from a pilot phase 4. Stakeholders engagement and support, when sharing the success stories of the pilot, it becomes easier to gain support for the wider rollout.

Implementation methodology For Agile: 1. Dual-Track Development: Split teams into "discovery" (ideation) and "delivery" (execution) tracks for continuous innovation. 2. Swarming: Have the entire team focus on a single task until it is complete, boosting speed and quality. 3. Agile Fluency Model: Regularly assess and adapt your team's Agile maturity level to match project needs. For Waterfall: 1. Integrated Milestones: Introduce interim reviews to catch issues early. 2. Parallel Prototyping: Test multiple design options simultaneously before full-scale development. 3. Stakeholder Workshops: Involve end-users in requirement validation to ensure accuracy.

Once you’ve chosen the right methodology, effective implementation is key. In my experience, this means clearly defining roles, processes, and tools while ensuring teams receive the necessary training and coaching. Feedback loops are essential to foster continuous learning. It's important to track performance with metrics like time, cost, quality, and satisfaction to evaluate impact. Regularly reviewing and refining the methodology based on lessons learned ensures continuous improvement and alignment with best practices.

For scaling a methodology in an organization, here are the few strategies that I use - Focus on the organization's internal and external resources. Here resources means - human resources, tools, culture, leadership support, budget, etc. - Enable the team members with proper training, coaching, and mentoring about the methodology. As I will scale I prepare more and more team members ready to join the program with capable hands. - I keep the leadership team engaged by informing them of risks, progress, and what is next. And often have them to influence others to smoothen the track of the program. - Inside the program team establish a continuous improvement culture, and get the team member to share their exciting stories to others

From my perspective, centralized governance frameworks are a big help when it comes to scaling agile or waterfall?across initiatives. Large corporations have made use of these frameworks to promote autonomy while ensuring consistency. Maintaining this balance is essential for adjusting to waterfall and agile work environments, and for encouraging a culture that supports operational efficiency and business objectives.

To scale successfully we need to manage the stakeholders effectively and agile teams usually adopt the following approaches: 1. Identify stakeholders (individuals or groups) impacted by the project, including internal and external stakeholders. 2. Understand stakeholders' expectations, and concerns to effectively manage their engagement. 3. Establish clear communication channels and engage stakeholders throughout the project lifecycle. 4. Set realistic expectations regarding project scope, timelines, and deliverables, and communicate any changes or challenges promptly. 5. Proactively address conflicts or disagreements among stakeholders, seeking mutually beneficial solutions to maintain project momentum and stakeholder satisfaction.

Success,involves (W)aterfalls structured planning with (A)giles adaptability:Vision and Incremental Scaling:(W)Plan comprehensively with clear vision.(A)Scale incrementally,adapting each iteration.Adaptive Infra, Talent, Customer-Centric Adaptation: (W)Plan infrastructure meticulously.(A)Adopt adaptive infrastructure & talent development, continuously adapting to customer needs. Flexible Tech:Ongoing Risk Management, Continuous Monitoring: (W)Integrate technology based on a predefined plan.(A)Embrace flexible technology integration, continuous risk management, monitoring.Transparent Comms, Real-Time Metrics,Cultural Adaptation(W)Maintain structured comms.(A)Prioritise transparent comms, real-time metrics, culture of continuous improvement.

In addition to governance, effective communication and knowledge sharing are key for success. You want to make sure teams are collaborating and keeping each other in the loop. This helps prevent duplication of efforts and maximizes efficiency. But here's the thing, scaling isn't a one-time thing. It's an ongoing process. That's why you need to regularly assess and adjust your approach. Gather feedback from teams, stakeholders, and users. Learn from any challenges or setbacks you encounter. And of course, keep an eye on changing project requirements. By adapting and fine-tuning your scaling approach based on these factors, you'll be able to stay on track and continue driving success.

Working in squads is fashionable. But it's not for everyone! Make sure you've got a tailored approach to project management, where the choice between Agile and traditional methods like Waterfall should depend on the specific requirements, team dynamics, and goals of each project. It's crucial to assess the suitability of these methodologies, recognizing that "One size never fits all" in the context of business transformation.

?? From functional silos to agile silos? When functional organizations try to break up silos, there is a common pitfall that I observe frequently. They start to form cross-functional teams across departments. While aiming to dissolve the original silos, you often end up with agile silos now. There is no true inter-team collaboration. To counteract this, it’s crucial to establish strong alignment at the coordination level. It needs regular communication and alignment mechanisms to ensure they work towards shared goals. Also, it’s essential to foster a mindset shift within the organization, emphasizing collective success over individual team performance.

Remember, finding the right balance between agility and structure is crucial. Tailoring your approach to the unique needs of your organization and initiatives will greatly increase your chances of successful scaling.To do this: 1. Take into account the complexity and interdependencies of your business transformation initiatives while designing the scaling strategy. 2. Consider the strengths and limitations of each methodology, and adapt them as needed to fit your specific context. 3. Continuously monitor and measure the impact of your scaling efforts to identify areas for improvement.

There are many similarities between organizations yet there are unique attributes of each one that would make it hard for a "one-size-fits-all" scalability framework. Tailoring scalability frameworks to specific organizational needs offers several advantages: 1. Increased Effectiveness 2. Enhanced Adaptability 3. Improved Adoption 4. Cost Efficiency 5. Risk Mitigation By carefully considering unique organizational factors and tailoring a scalability framework accordingly, organizations can maximize its benefits and achieve their strategic goals.