The scale of complexity and the sheer volume of tasks across the whole organisation means it is impractical to try to build and manage every detailed activity at the Brigade HQ. There are numerous reports in use to provide status updates, request ammunition or give orders to subordinates – often these reports are standardised across a multi-national community for improved collaboration and ways of working. But the essence of what makes this system work is the people – their experience, commitment and relative freedom to make their own decisions and discern the best way to achieve a required outcome.
So when I’m asked about whether to adopt waterfall or agile, my polite answer is that you’re asking the wrong question. Both can clearly live in splendid harmony and indeed, you are more likely to be successful, if you can adopt the best of both. This does not require the design of some Frankenstein methodology, nor is it a case of parallel working, lots of coordination and a vast team to pull both sides together.
In our experience the key ingredients include:
- Take a portfolio approach to demand prioritisation and resource management – back the right ideas
- Have a clear roadmap and overarching plan that galvanises effort and support
- Inject regular “Proof Points” to steer the programme through a series of fine-tune adjustments rather than seismic and often costly changes
- Create accurate performance intelligence founded on experience and analytics to better predict outcome delivery
All of these ingredients need to be wrapped into a culture and way of working that promotes curiosity and autonomy.
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