AGILE Methodology: a vision of change

We invite you to learn more about AGILE Methodology from our MAPFRE MEXICO colleague, Mauricio Moreno, who offers us a detailed analysis of its concepts, development and applications.

The dynamics within organizations are accelerating at a dizzying pace; they are immersed in a constantly evolving environment, determined by the expectations and demands of clients seeking products and services at ever greater speed. All this calls for new ways of working so as to satisfy demand faster, without sacrificing their standards and other differentiating values that set them apart from their competitors. In this environment, groundbreaking alternatives emerge, such as agile methodologies for the development of projects which, given their characteristics, require agility and flexibility. However, any change must be accompanied by a process of implementation and acceptance until people fully assimilate the new system. This entails taking on board a new way of tackling problems, working and organizing tasks, adopting a results-based evolutionary approach, with collaborative work and continuous interaction between all those involved spanning departmental structures. The contents of this work focus precisely on managing these changes, putting forward ideas that can help steer the organization toward a new way of doing things that goes beyond the underlying concepts, as well as on its component roles, or the fundamental questions when it comes to setting the stage for this change.

The approach is depicted from a top-down strategic perspective and a bottom-up tactical perspective. The active participation of Senior Management is a determining factor, not just as the main sponsor, but also as the facilitator of the activities. Nonetheless, an equally relevant role is that of the implementation and execution team involved. It is responsible for maintaining constant communication between the various parties concerned, with feedback and monitoring being key aspects in order to maintain the endeavor and, later, for detecting opportunities for improvement that can facilitate the adoption and incorporation of more members of the organization into this transition toward a new reality.

Definitions and roles

There are a number of defined roles that successfully adopt this methodology in order to achieve the expected results.

Product Owner. In charge of maximizing the value of the product, they must be more than mere requirement managers. They are active business representatives with a clear vision of the product’s present and future, empowered to make decisions and act as an effective link with the project sponsors and other stakeholders. They are thus able to correctly convey the demand and the value of the product in which resources are being invested.

Scrum Master. Responsible for managing the execution and quality of the Scrum process and eliminating impediments to deliverables. Their greatest contribution should be as a mentor to the teams, with the know-how needed to train others in this methodology.

Agile Team. This is a group of people who develop the product in an autonomous, self-organized fashion in order to achieve the results forecast for each sprint undertaken to add value to the product. These self-governing teams organize the work and make their own decisions, thereby assuming their commitment to fulfill objectives and deliver results.

The implementation of effective, well-trained teams, convinced of the need to adopt a new way of working, is undoubtedly one of the most important challenges posed by the implementation of this methodology. However, once overcome, it also becomes one of the most important catalysts for change.

The experience personnel gain by actively interacting and collaborating, and seeing the result of their work, motivates them to consider further challenges of greater complexity. It also represents added value for all those involved who, on finding that their work makes greater sense, participate more enthusiastically.