Do you have influence over multiple Product lines and separate teams? We call those Organizational processes. To transform your organization…
go to Organization Change
Do you have influence beyond the boundaries of your organization, into your community and beyond? We call those Impact processes. To change the world…
go to Impact Change
Are you able to influence the people you interact with on a regular basis (usually daily)? To inspire your team to change…
go to Team Change
Do you have influence over multiple teams working together on the same projects? We call those Team-of-Teams or Product processes. To transform your product approach…
go to Product Change
If this sounds like you, and you have influence over other teams and partners, you’re in the right place.
go to Start Your Adventure
If you don’t have influence over the other groups in your organization, then you will want to choose a different point of focus.
Do you need an off-the-shelf, ready-to-go implementation plan for an Agile Transformation?
check out AMMI Starter Kits
If you’re being forced to operate within someone else’s framework, any framework, you might be interested in a more-subtle approach.
check out Secret AMMI
You find yourself in a familiar place. It’s place of planning, a “war room” environment. It’s deserted. You take a look around. Something’s different. In the center of the table is what looks like an old tube-based TV set with an attached keyboard. Where did it come from? This is certainly unusual.
Choose Your Own Agile Adventure™️
You read the screen and it says “Zork I: The Great Underground Empire”. It’s the original text-based adventure game, the precursor to all modern video games.
Secret AMMI
“How you introduce change is more important than which change you introduce.”
Welcome to
The Library
of Agile
Whatever the reason, you just want life to be easier, more effective, and more fun.
NOTE: We are not talking about your scope of “control” here. You may only be able to enact change in one scope, but you may participate in a larger scope. That larger scope is your sphere of “influence”.
Shhh! The first rule of Secret AMMI is “Don’t talk about Secret AMMI”.
Why would you want to use something that you can’t talk about? Well, to be honest, some of us find ourselves in organizations where someone else is responsible for the “official” Agile transformation strategy. There are many scenarios. It could be a good strategy, it could be a bad strategy, or we may not know. Sometimes the strategy is developed internally and there aren’t a lot of details.
Secret AMMI is being successfully used by teams in Fortune 50 companies, government agencies, small non-profits, and more.
The execution of “Secret AMMI” is no different, unless you’re being asked to produce something for the people running your transformation. If so, choose that as your next Problem and follow the steps for “Choose Your Own Agile Adventure”.
Secret AMMI Case Study - Fortune 50 Organizational Transformation
One Fortune 50 company wanted to roll out an organization-wide Agile transformation plan. They delivered that plan to various divisions. One division already had a successful Agile transformation plan underway, and didn’t want to confuse their people with yet another plan with a completely different set of terms and objectives.
So, instead, they created a “crosswalk”, a map of all the concepts being requested by the Office of the Chief Technical Officer, mapped to the AMMI library categories. Then they created a map of all their existing Agile plans, mapped to the same AMMI library categories.
When the Office of the CTO asked for their monthly progress reports, they looked at the matching categories and generated a report from the related data. Internally within their division, though, the teams were still following the original plan! The Office of the CTO got what they wanted, an organization implementing their requested practices. The Division got what they wanted, because they didn’t have to alter their existing plans (again). The teams got what they wanted, because they got to choose their own practices, as long as they were able to produce the data needed by the division and the Office of the CTO.
Six months later, that division had the one of the highest success rates in the company in executing on the objectives of the CTO. The Office of the CTO asked them to share their rollout plan with the other divisions to facilitate company-wide adoption.