Fadata 2 Agile: Part One
Embarking on a Journey…
The times are changing at an unbelievable pace. The markets are fluctuating. In such an environment, businesses are faced with a multifaceted set of challenges. They need to be agile.
In business terms, the agile methodology is characterized by achieving a shorter time to market deliveries. However, agile is not only the internal approach in a strictly business sense but one’s mindset as well.
Fadata embarked on its transformation journey to Agile in November 2020. This transformation aims to enhance the value proposition to our clients and customers. Such a lifechanging event will span across the organization. The Agile transformation program will focus on the reorganization of operations around the Operational or Development Value streams (the series of steps used by an organization for the implementation of solutions for a continuous period of time) with the goal of Fadata becoming more transparent, efficient and predictable both internally and externally.
We all know that a company transformation does not happen overnight and it sure asks for constant efforts. At Fadata we have a core Fadata2Agile team of 6 people, who have been heavily working for the successful transformation to agile, making it their top priority.
As these series are called “Experts’ Voices”, we had to have a Q&A with our Fadata2Agile team to hear their hands-on experience with agile until now. Here it goes.
Q1: What makes you excited about Fadata2Agile? What makes you excited about being the Team’s Product owner?
“I truly believe that the transformation can bring our organization to the next level”
Ivelina Zhelezcheva (Product Owner & Chief People Officer):
I am inspired by the Agile concept in general and the SAFe framework specifically. I am a firm proponent of the concept and truly believe that the transformation can bring our organization to the next level.
It is a challenge being a Product owner, but with such a collaborative team from great professionals, it became a pleasure starting the day with them, and then closing the day again together.
Being united and sharing the same goals and vision are the key for being successful in that journey. And we are a successful example of all of that.
Q2: What are the hidden (or not so hidden) superpowers of the Scrum Master?
“Scrum masters may be looked as ‘people’s people’”
Daniela Bozhilova (Scrum Master & Head of BO & Training Services):
One of the most important (hidden) super powers of the Scrum master is how to convey a feeling or attitude in words, so people get the essence and not get lost in the sea of information.
Scrum masters may be looked as ‘people’s people’, when working with others in a team, as leaders, as coaches, or in any other capacity that requires to engage with others.
They stay focused on how to influence the system, by supporting teams’ work by using sets of rules, which govern the system. In addition, the structure and ability to self-organize would be amongst their super powers as well.
One last thing I would like to mention as a super power is the desire to move forward.
Scrum masters use sets of easy to learn, yet powerful ways to collaborate as a team — even as a large team, by overcoming traditional communications approaches like presentations, managed discussions, or other disorganized brainstorming at which the loudest participants tend to prevail.
We have more and more people who are looking beyond only process and behavior to shine a light and contribute more effectively, and this may be seen in the amazing trust and energy people bring to the Agile sessions facilitated by Scrum masters.
Q3: Can you share with us any memorable stories from companies’ transformation journeys? What should an organization be wary about when undertaking such a journey? What are the common mistakes and what advice would you give?
“We should not forget the rest of the transformational elements… like leadership, culture, communication style, mindset, attitudes and even psychology”
Svetoslav Iliev (ITCE SAFe Coach):
I`d definitely start with: “Don`t rush it and engage!”. A lot of organizations tend to or are even tempted to forget that such transformations have two dimensions. You have the visible and more tangible aspects like processes, structures, teams` setup, new roles, agile frameworks like Scrum and SAFe. These are, of course, the things which can be implemented faster, are in the visible piece of the iceberg and most probably will deliver benefits.
But in order these to sustain we should not forget the rest of the transformational elements which are more invisible and intangible like leadership, culture, communication style, mindset, attitudes and even psychology. The same will require engagement from all levels of the organization starting from the execs and all other leadership roles to each and every single member of the organization.
With Fadata we can see that, for example, in the Transformation team which is composed from leadership people from different departments, all willing to contribute. As a reminder — the Agile enterprise is an organization of engaged people focused on customer value delivering at the right speed and with the right quality. And we see that possible already with our customers — running successful, 150 people PI plannings in a row.
You can`t do that with non-engaged people.
November 2020 marks a new beginning for Fadata — the transformation to Agile Journey. Change is inevitable and we, as a company, strive to be ahead of the curve. The markets are constantly evolving and in order to stay ahead of the curve, one is to move quickly and easily — one is to become agile. Stay tuned for part two to meet the rest of the Fadata2Agile Team.
