VIMA: A new approach to business teams in Agile
Introduction
In the constantly evolving Agile world, it's essential to recognize that while Agile practices have roots in software and product development, they have increasingly moved into broader business contexts. Xavier, a certified Scrum trainer, Agile coach and Partner and Certified Scrum Trainer at Agilar, has developed a methodology called VIMA (Visual Management) to address the needs of business teams operating in complex environments that traditional Agile frameworks like Scrum and Kanban may not fully cover.
Why VIMA?
The need for VIMA arose as Agile expanded beyond its software origins, bringing in teams that handle tasks outside of traditional product development. These teams often manage a variety of functions—such as operations, project management, and unplanned work—that do not fit neatly into a single value stream, a concept central to both Scrum and Kanban. VIMA addresses the growing demand for a framework that embraces this level of complexity.
For example, business teams juggle multiple products, projects, and tasks simultaneously. They have the tendency to be in charge of product development as well as daily operations, such as financial tasks or administrative duties. Scrum and Kanban, which are focused primarily on single value streams or standardized work, can become difficult to implement effectively in these settings.
What Makes VIMA Different?
VIMA is built on the principle that teams should embrace their work environments rather than force their processes into existing Agile frameworks. For example, an administration team for a small or medium company that deals with accounts payable, accounts receivable, and a series of different daily financial and administrative tasks. VIMA understands the nature of all the different types of work they do and provides a structure to plan to some degree.
One of the fundamental differences with VIMA is its two-phase planning process. In Scrum, sprint planning typically focuses on a single backlog of prioritized work. VIMA, on the other hand, divides planning into two distinct phases:
In this way, VIMA ensures that time-sensitive tasks are prioritized without sacrificing the ability to work on long-term goals.
Managing Multiple Value Streams
Another major distinction of VIMA is how it handles multiple value streams. In traditional Scrum, teams are typically encouraged to focus on a single product or initiative to maximize flow and reduce context switching. However, many business teams—such as those in HR, marketing, or finance—don't have the privilege of focusing on one area at a time. They often manage various streams of work, such as recruitment, employee evaluations, and internal projects, all of which are important but require different approaches.
VIMA addresses this by using a multi-backlog system. Instead of a single backlog as seen in Scrum, VIMA teams work with multiple backlogs, each aligned to a different value stream or initiative. Planning occurs in a structured way: first, addressing scheduled tasks, and then prioritizing backlog work based on the team's remaining capacity. This approach allows teams to traverse backlogs dynamically, shifting focus based on changing priorities or the demands of the business.
The Multi-Backlog
One of VIMA's core artifacts is the multi-backlog, a visual tool that integrates the concept of a user story map with a time-based planning dimension. Imagine a board where each column represents a backlog for a different value stream or initiative, with time plotted on the other axis. This allows teams to visualize their work across multiple projects and timeframes, creating a clear picture of what needs to be done and when.
This visual management aspect of VIMA provides a clear advantage over traditional Scrum or Kanban boards, which can become cluttered or overly focused on a single stream of work. By giving teams the ability to map out their work across multiple value streams, VIMA enables more effective planning and execution.
Role Differentiation in VIMA
In a typical Scrum framework, there are three distinct types of responsibilities: the Product Owner, accountable for value creation and prioritization; the Developers, who do the work; and the Scrum Master, who ensures process efficiency. VIMA adapts this structure to fit the more blended job descriptions often seen in business teams.
Business teams frequently have leaders who wear multiple hats—managing both the operational and technical aspects of the work while also taking on coaching and HR responsibilities. For instance, in a finance team, the CFO may act as both the value creator (akin to the Product Owner) and the process leader (similar to a Scrum Master), while also being deeply involved in the execution of technical tasks.
In VIMA, this situation is not seen as a problem to solve but as an opportunity to embrace. The framework acknowledges that in a business setting, it may be impractical to split the responsibilities as neatly as in Scrum. Instead, VIMA encourages leaders to grow into agile leadership, focusing on mentoring their teams, fostering collaboration, and facilitating the team's work rather than solely directing it.
Developing Leadership Skills
One of VIMA's core philosophies is to develop leadership skills rather than replace existing leaders with new ones. Instead of a complete reorganization —often associated with adopting Scrum or Kanban—VIMA is more about leadership development. It recognizes that leaders in business teams typically have a wealth of domain expertise and technical knowledge. The goal is to enhance these leaders' capabilities by teaching them servant leadership and catalyst leadership techniques, empowering them to lead agile teams effectively.
By building on existing skills and knowledge, VIMA fosters a more organic, evolutionary change. Leaders are encouraged to trust their teams, delegate responsibilities, and facilitate the creation of autonomous, self-managing teams. The emphasis is on collaboration and symbiosis between leaders and their teams, rather than rigid role definitions.
The Role of a VIMA Coach
While VIMA is designed to be more adaptable and less disruptive than other Agile frameworks, it still requires guidance—especially for teams new to the approach. That's where the VIMA coach comes in. A VIMA coach can help teams navigate the complexities of balancing scheduled work with backlog work, managing multiple value streams, and fostering agile leadership within the organization.
The role of the VIMA coach is not to dictate but to guide, ensuring that teams adopt the practices in a way that fits their unique context. This coaching is particularly valuable during the initial stages of implementation when teams are learning to shift their mindset and adapt to the new processes. Although the changes introduced by VIMA are incremental, they can still benefit from the insights and experience of a coach.
Conclusion
VIMA offers a practical and flexible approach to Agile for business teams operating in complex environments with multiple value streams. It recognizes that traditional Agile frameworks like Scrum and Kanban, while powerful, may not fully address the needs of teams whose work spans diverse domains and requires a more nuanced approach to planning and leadership. ?Rings a bell? Check out this Visual Management Framework.