The Art of Slicing Work: Agile Tools for Sustainable Impact in NGOs

When faced with overwhelming problems, breaking them down into smaller pieces can be transformative. This principle, central to agile methodology, can also be a game-changer for NGOs focused on sustainability. In this article, I summarize insights from a conversation with Anton Skornyakov, a seasoned Certified Scrum Trainer and Agile Coach. Together, we explore the potential of applying agile methodologies within the realm of NGO sustainability efforts.

Doing only the most important work

Anton's work as a trainer and coach goes beyond the agile bubble. His collaborations extend to organizations like the NGO "Stiftung Bürgermut" (Citizenship Foundation) (Whitepaper: Scrum in einer gemeinnützigen Organisation (agile.coach)). The "products" of this organization encompass diverse initiatives such as barcamps, e-books, online academies, etc. These endeavors are often beset by uncertainties, such as the varying interests of target groups and the changing availability of experts. Such challenges are commonplace in the nonprofit sector, where the landscape is in constant flux and resources are often scarce. Staff members frequently find themselves overwhelmed by the sheer volume and complexity of tasks, leading to stress and potential burnout. In such an environment, organizing work effectively becomes essential.

Through experiences like this, Anton has refined his ability to articulate the principles of agility in a manner that resonates intuitively with diverse audiences. Encouraged by the positive reception to this approach, he authored the book “The Art of Slicing Work”, using straightforward language and easily understandable examples. He says: “Recognizing that not everything can be accomplished is a crucial realization. If you can only accomplish a part, it should be the part that has the greatest impact.” The Pareto Principle, also known as the 80/20 rule, states that roughly 80% of results come from 20% of the efforts. Named after Italian economist Vilfredo Pareto, who initially applied this principle to wealth distribution, it can also be applied to work outcomes. The trick is to reduce the workload not by activities but by results. "You cannot just do the most important 20% of an activity. A spoon that’s only been washed 20 percent is still dirty, even though the largest pieces of food have been removed."?

Some agile jargon: vertical vs. horizontal slicing

Slicing is the ability to structure or break down your work into small parts. This allows you to pay attention to what matters most, and also to distribute the work among people or teams. There are two fundamentally different ways to do that. Using the jargon from software development, we talk about vertical and horizontal slicing. A software system is typically structured in horizontal layers, akin to the layers of a cake. The top layer is like the layer of cream (user interface), followed by the layer of fruits (communication layer), and finally, the bottom layer of the cake (backend). A piece of cake with “end-to-end functionality” is sliced vertically, so that you get something from all layers.?

How does this relate to structuring the work? Anton uses a simple example: Imagine you want to throw a dinner party. You want to ensure everyone is comfortable and has fun. If you realize time is running short and you need help, you have two options:

1. You divide the work based on dishes (or results, or sub-products), like 'guacamole' and 'baked potatoes'. This vertical work slice contains all the activities needed to create one dish.
2. You divide the work based on tasks, such as 'cut avocados' and 'peel potatoes' (horizontal slicing).

With option 1, you can delegate the entire responsibility for a dish to one or more people who can manage their work independently. Delegating full responsibility for dishes provides the greatest relief for you and reduces the chances of you becoming a bottleneck. However, horizontal slicing requires that your helpers know how to prepare the dishes. If you’ve ever cooked with children, you know it’s wise to give them clear tasks like peeling potatoes. However, you’ll still need to coordinate the individual tasks. Vertical slicing has another advantage: it is the only way to prioritize effectively. If time is tight, you might skip entire dishes like the guacamole and still have the baked potatoes. This is better than trying to feed your guests with just peeled avocados and potatoes.

Impact Mapping: Determining the right slices

How do you figure out what the important slices are? Besides simply asking your guests, Anton describes the technique of Impact Mapping, developed by Gojko Adzic. It helps organizations ensure their projects and initiatives truly impact their business goals. The core of the approach is to analyze who needs to change their behavior to achieve the goals. Then, you can determine the specific measures and activities needed to bring about the desired behavior changes.

For our party, the goal is for guests to have fun. We have a crowd that loves to dance. Here’s how the corresponding Impact Map looks:

Learning fast

Another example underscores the benefits of adopting an agile approach for administrative bodies navigating rapid learning curves. Anton’s collaboration with the "Deutsche Stiftung für Engagement und Ehrenamt" (German Foundation for Commitment and Volunteering) illustrates this point. The foundation faced the task to promote and strengthen volunteer engagement with government funding. Unlike typical administrative processes, which aim to run repeatable processes as error-free as possible, the initial challenge was to process 1200 applications without having a process and structures in place: How do you recognize a correctly completed application? What criteria apply for approval? How should response letters be formulated, and how should queries be handled? These ambiguities were unfamiliar territory for those used to bureaucratic processes. Through a cross-functional team approach, horizontal slicing facilitated the joint review of a selected pool of applications and thus formed the basis for the development of efficient processing procedures.

Conclusion

Our takeaway from the conversation: Many who are committed to sustainability have high values but may need support with the tools to help organize their work. Agility can help, not by introducing a large and possibly over-engineered framework but through small, manageable practices. Vertical slicing, impact mapping, and cross-functional teams are just a few examples. By breaking down big problems into smaller, more manageable pieces, and focusing on the outcomes rather than just the activities, agile tools can help ensure that sustainable efforts are both effective and sustainable in the long run.