Page - 224 - in The Future of Software Quality Assurance

224 R.van Solingen And that is actually the essence of successful agile transformation: learning by doing.After all, you learnmorefromdoingthings thanyoudofromthinkingabout them. 5 AgileTransformation in EightSteps Although a repeatable recipe to agile transformation does not work because of the high degreeof dynamismand changeability in this type of process, it is possible to carryouta transformationin a rhythmicandstep-by-stepmanner. The following step-by-step approach has already proven itself in practice many times. • Step 1—Perform an initial assessment. Each agile transformation is unique. It is therefore advisable to start with an assessment that maps out the current status, where the introduction of agile is most opportune and which specific obstacles are present. The result is a zero-measurement with insight into the current state ofaffairsandclarityaboutwhere to start. • Step 2—Formulate the why and the urgency. Successfully implementing an agile transformation is only possible if it makes sense and there is sufficient urgency. It is therefore necessary to specifically articulate the reasons for the transformation, so that all those involved gain a clear picture of it. Specify the target quantitatively, so that actual progress can be measured during the transformation. • Step3—Workoutablueprint.Transformationsneeddirection.Somakethe ideal final situation (or blueprint)explicit. In order to achieve this situation, it is often necessary to divide the organisation into market- and customer-oriented teams, whichworkcompletelyautonomouslyand independently. • Step4—Determine thechangestrategy.Will the transformationbecarriedout in phases,viaanoilslickorperhapswithabigbang?All three(andhybrid)variants are possible. It is essential that a fixed change strategy is used. The one that fits best alwaysdependson theenvironmentandthepeople in thatenvironment.It is important that there is a strategyand that it is consciouslychosen. • Step 5—Create a transformation roadmap. This determines the order in which the changes will be implemented. Usually, such a roadmap is worked out on a large board or brown paper on which the various transformation themes and actionsaresetoutover time.Forexample,withcolumnssuchas this sprint,next month, thisquarter,nextquarter, restof theyear.This is theplan todeviate from and thatwill be revisedandadaptedcontinuously. • Step 6—Implement the roadmap iteratively in sprints. Set up a tight rhythm for the transformation team. Experience has shown that 1-week sprints are very effective, because they result in fast and agile working. In addition, they help keepactionssmall andresult oriented.