Descifrando la agilidad: Transformar la estrategia con la priorización basada en activos
At the heart of Agile methodologies lay the principle of consistently delivering maximum value in the shortest time possible. Traditional approaches often ask: "What resources do we need?" Asset-based Agility, however, asks: "What do we already have, and how can we best utilize it?"
Using Scrum Inc.’s “Weighted Shortest Job First” (WSJF) combined with our Fibonacci-based estimation, stakeholders don't just prioritize tasks; they harness the intrinsic strengths of their operations, and the insight and knowledge of their greatest asset, their staff.
Cuando pensamos en los bienes y servicios que recibimos como ciudadanos rara vez tenemos en cuenta a las personas y las decisiones que facilitan un gobierno eficaz y eficiente para satisfacer esas necesidades. Los funcionarios utilizan planes de trabajo, establecen prioridades y deben estudiar cómo utilizar eficazmente los recursos disponibles. En los últimos 3 años, la mayoría de los gobiernos han experimentado problemas en su capacidad para cumplir ese mandato y prestar servicios eficaces y puntuales a sus ciudadanos. En algunos casos ha llevado a una reducción de la fe del gobierno y de los sectores públicos. Una oficina gubernamental decidió adoptar una postura para volver a ganarse esa confianza. Decidieron adoptar una actitud ágil que incluía un implacable establecimiento de prioridades para servir mejor a sus ciudadanos.
Scrum Inc.’s partnership with this Canadian Government Client demonstrated that the potent combination of prioritization techniques and multi-stakeholder alignment drives transformative success, and galvanizes passionate staff to deliver fast and often in support of their fellow citizens. This combination allows the client to not only be stewards of the government's resources while serving constituents, but to continuously adapt and innovate to meet the emerging needs of Canadians.
Alineación de la visión y la estrategia
A vision provides the direction and motivation, while strategy offers the roadmap. The client's 2022/2023 strategy and associated workplans underwent meticulous scrutiny, ensuring alignment with the Government's code of practice. However, Digital Transformation is not a static or simple journey. As the environment and operational ecosystems shift, so do organizational priorities. The Government entity recognized this dynamism by seeking ways to not only regularly review their workplans, but sought to find a scalable and empirical way to measure and assess the value of planned and emerging work. They did this to ensure they remained continued to provide effective services to its citizens and clients amidst changing governmental agendas and priorities.
El poder de la coordinación entre las partes interesadas
One of the challenges many organizations face, especially in the public sector, during digital transitions is ensuring alignment across multiple stakeholders; stakeholders who often have divergent or conflicting priorities. To address this, a facilitated a deeper conversation utilizing the Collaborate Learn Adapt (CLA) framework and appreciative inquiry can be beneficial. These frameworks and methods, designed for multi-stakeholder coordination, proved pivotal in creating the office's first 'Decoder Ring'. A customizable tool to evaluate whether work items offer short, medium, or long-term value, enabling a more nuanced approach to prioritization.
The 'Decoder Ring': A Testament to Asset Optimization
Enter the 'decoder ring', borne through deep discussions under the Collaborate Learn Adapt (CLA), Appreciative Inquiry and Weighted Shortest Job First (WSJF) methods. The WSJF method is both ingenious and simple. By dividing the value of each task or initiative by its size, a score emerges. Tasks with towering scores naturally rise to the forefront. But it's more than just a technical tool. It's a reflection of an organization's commitment to asset-based development. By focusing on the potential value of work items in the short, medium, or long term, the 'decoder ring' champions the assets an organization already possesses.
A medida que cambian las prioridades públicas y gubernamentales y surgen nuevos retos, esta herramienta no se queda obsoleta. Al contrario, se adapta, encarna la agilidad optimizando continuamente la extracción de valor de los activos existentes, garantizando la resistencia y la adaptabilidad frente al cambio.
The 'Decoder Ring': The Executive's Compass in Decision-Making
Not simply a categorization tool, the 'decoder ring' emerged as the lynchpin in asset-based strategy development, especially for executive leaders and value stream managers. It's designed to not only assess tasks or initiatives based on their value delivery timelines but more crucially, to orientar a los responsables de la toma de decisiones para que reconozcan y aprovechen el valor inherente de estas tareas o iniciativas como activos de la organización.
In the current challenging commercial, geopolitical and social times, when every decision can drastically affect an organization's trajectory, the 'decoder ring' becomes an indispensable ally. It allows leadership to focus on the organization’s strengths, for employees to see their value contribution to the organization, ensuring that despite external pressures, the organization capitalizes on its core assets. Each ring measurement, whether short, medium, or long term, serves as a guidepost, helping executives prioritize tasks that align with strategic objectives and maximize value to their client/community.
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