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Getting It Done PROJECT MANAGEMENT IN ACTION

or methodology. In reality, agility is an enterprise-


wide concept useful in any sector.
Evaluate the impact to implement it. Agility
will transform your whole organizational struc-
ture or enterprise architecture. All organizational
components and their relations will be affected.
Before starting, conduct a gap analysis of the
current enterprise architecture and the desired
future enterprise architecture. This is necessary
to define the problem that will be solved by the
transformation to organizational agility. (The tool
I use to integrate all this is Tom Peters’ 7S Model
described in the book In Search of Excellence.)
Make the transformation by evolution, not by

Perfectly revolution. Don’t transform everything in one


shot. There is a lot in the organization—especially
organizational knowledge—that can be reused or

Positioned can be leveraged to a new state. Remember that


organizational agility is a matter of reconfiguring
organizational structures and ability to find appro-
How to start on the path toward organizational agility. priate ways to apply organizational knowledge.
By Sergio Luis Conte, PMI-ACP, PMI-PBA, PMP Agility does not come in a can. Author and agile
expert Rick Dove stresses this point. Becoming

W
agile doesn’t involve an easy-to-follow recipe. You
hen top tennis stars like need to adjust your implementation using the tools,
Novak Djokovic or Roger methods and techniques that best fit your situation.
Federer play, they always Organizational culture enables change. You
seem to be in the right need to create an adaptable structure that can be
place at the right time. It’s changed when needed as easily as a child changes
as if the ball is hit directly to them. Part of this a Lego creation. The organizational culture will
is obviously due to the players’ quickness and enable the right change at the right time. In my
fitness level. But what is not always obvious is last initiative, we helped create an environment
that the players are applying their knowledge that contributes to organizational agility with
to create their future. By anticipating where the Franklin Covey’s Speed of Trust method, which
opponent will hit the ball, they can be perfectly aims to make trust between co-workers a strategic
positioned to respond. advantage for an organization.
Organizational agility has the same goal: using Consider the business analyst. The role of busi-
knowledge and organizational structures to get ness analyst could help to create the transforma-
in position to respond quickly to the changing tion you’re seeking. Business analysts identify
environment and even to create changes in the business needs and recommend relevant solu-
environment. But working toward organizational tions—and the implementation of agility is cer-
agility takes effort. Here are some tips to help orga- tainly a business need. PM
nizations beginning to explore the process.
Understand what agility is. There’s a lot of mis-
Sergio Luis Conte, PMI-ACP, PMI-PBA, PMP,
understanding in the market; agility is not only is a senior program supervisor at PepsiCo.,
Buenos Aires, Argentina.
related to software or IT. Agility is not a method

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