{"id":1119,"date":"2021-05-20T06:07:48","date_gmt":"2021-05-20T05:07:48","guid":{"rendered":"http:\/\/soch.cz\/blog\/?p=1119"},"modified":"2021-05-20T06:07:49","modified_gmt":"2021-05-20T05:07:49","slug":"business-agility-jak-zacit","status":"publish","type":"post","link":"https:\/\/soch.cz\/blog\/management\/agile\/business-agility-jak-zacit\/","title":{"rendered":"Business Agility – Jak za\u010d\u00edt"},"content":{"rendered":"

Jedna z \u010dast\u00fdch ot\u00e1zek je, jak m\u00e1me za\u010d\u00edt. Co m\u00e1m d\u011blat, kdy\u017e zbytek organizace agile vlastn\u011b ani nezaj\u00edm\u00e1, berou ho jako p\u00e1r praktik a zm\u011bn\u011b se br\u00e1n\u00ed, t\u00fdm st\u00e1le pracuje v\u00edce jako jednotlivci, hodnota se ztr\u00e1c\u00ed v tlaku na dod\u00e1n\u00ed co nejv\u00edce funkcionality. Osobn\u011b si mysl\u00edm, \u017ee \u00fasp\u011bch je dan\u00fd mixem n\u011bkolika v\u011bc\u00ed.<\/p>\n

V\u011b\u0159it tomu co d\u011bl\u00e1m a b\u00fdt konzistentn\u00ed<\/h3>\n

V\u00edte sami za sebe jak by to m\u011blo spr\u00e1vn\u011b vypadat a pro\u010d? Tedy jste konzistentn\u00ed, v\u011b\u0159\u00edte tomu co \u0159\u00edk\u00e1te a tak\u00e9 se podle toho chov\u00e1te? D\u00e1m v\u00e1m p\u0159\u00edklad. \u010casto vid\u00edm ty, kte\u0159\u00ed se (sami) naz\u00fdvan\u00ed agiln\u00edmi kou\u010di, tedy byste \u010dekali, \u017ee agilitu budou ve firm\u00e1ch aktivn\u011b doporu\u010dovat a podporovat ji kde to jen jde, jak v\u016fbec nejsou konzistentn\u00ed: \u201eAgile ano, ale tady to nejde, mus\u00edme m\u00edt projektov\u00e9 managery.\u201c<\/em>,  nebo \u201eScrumMastera by tady nikdo neschv\u00e1lil, tak nech\u00e1me n\u011bjak\u00e9ho developera a\u0165 roli ScrumMastera na tak 10<\/em>% <\/em>zast\u00e1v\u00e1 a je to.\u201c<\/em> a tak bych mohla pokra\u010dovat…<\/p>\n

M\u00e1m pocit, \u017ee to za\u010d\u00edn\u00e1 t\u00edm, \u017ee vlastn\u011b sami agiln\u00ed b\u00fdt nikdy necht\u011bli. Jen je donutily okolnosti. Takov\u00ed \u2018Agiln\u00ed kou\u010dov\u00e9\u2019 se vyzna\u010duj\u00ed t\u00edm, \u017ee hledaj\u00ed d\u016fvody pro\u010d to nejde a pro\u010d je pot\u0159eba, aby firma z\u016fstala tradi\u010dn\u00ed. Tv\u00e1\u0159\u00ed se, \u017ee jim je to l\u00edto, ale vlastn\u011b jim to nevad\u00ed. \u010casto je pozn\u00e1te podle toho, \u017ee hlasit\u011b obhajuj\u00ed, \u017ee agile m\u016f\u017ee skv\u011ble fungovat s tradi\u010dn\u00edm zp\u016fsobem pr\u00e1ce a po\u0159\u00e1daj\u00ed p\u0159edn\u00e1\u0161ky na t\u00e9ma hybridn\u00edho agilu. Nikdy toti\u017e agile nepochopili a tedy ani nem\u016f\u017eou b\u00fdt \u00fasp\u011b\u0161n\u00ed v jeho implementaci. Maximum, co m\u016f\u017eete \u010dekat je, \u017ee v\u00e1s nau\u010d\u00ed p\u00e1r v\u00edce \u010di m\u00e9n\u011b u\u017eite\u010dn\u00fdch praktik jako je t\u0159eba velocity, estimates, a burndown chart. Nem\u011bjte jim to za zl\u00e9. U\u010d\u00ed v\u00e1s \u2018agiln\u00ed\u2019 projektov\u00fd management, tedy n\u011bco, co zm\u011bnu jen p\u0159edst\u00edr\u00e1 a ned\u00e1 se tedy od toho o\u010dek\u00e1vat p\u0159\u00edli\u0161 \u00fasp\u011bchu v komplexn\u00edm VUCA sv\u011bt\u011b.<\/p>\n

Nesp\u011bchat, netla\u010dit moc na pilu a m\u00edt trp\u011blivost<\/h3>\n

Druhou kategori\u00ed  tvo\u0159\u00ed ti, co sice kdy\u017e za\u010d\u00ednali, cht\u011bli Scrum a agile, ale vyho\u0159eli a vzdali to. T\u011bch je mi l\u00edto a sna\u017e\u00edm se jim pomoct. Cht\u011bj\u00ed, \u010dasto i hodn\u011b znaj\u00ed, jen nev\u011bd\u00ed jak a proto\u017ee se jim neda\u0159\u00ed s molochem tradi\u010dn\u00edch organizac\u00ed pohnout, \u010dasem to vzdaj\u00ed a na prvn\u00ed pohled je nerozezn\u00e1te od prvn\u00ed skupiny. Dobr\u00e1 zpr\u00e1va je, \u017ee na druh\u00fd pohled je v nich chu\u0165 v\u011bci m\u011bnit a zlep\u0161ovat. Kdy\u017e zapomenou na ka\u017edodenn\u00ed tr\u00e1pen\u00ed a strasti, rozz\u00e1\u0159\u00ed se a \u0161li by do toho znovu. Pot\u0159ebuj\u00ed podporu, mentoring, coaching. M\u00edt pocit, \u017ee v tom nejsou sami. Ale hlavn\u011b, aby do t\u00e9 deprese v\u016fbec nespadli, pot\u0159ebuj\u00ed trp\u011blivost. V\u011bd\u011bt, \u017ee takov\u00e1 agiln\u00ed zm\u011bna trv\u00e1 t\u0159eba i roky a nejde ud\u011blat skokov\u011b. A \u017ee to nen\u00ed o praktik\u00e1ch ani n\u00e1stroj\u00edch, ale o zm\u011bn\u011b uva\u017eov\u00e1n\u00ed.<\/p>\n

Jak za\u010d\u00edt<\/h3>\n

Ve sv\u011bt\u011b business agility, tedy kdy\u017e mluv\u00edme o zm\u011bn\u011b fungov\u00e1n\u00ed organizac\u00ed, to nen\u00ed ani o frameworc\u00edch ani o \u017e\u00e1dn\u00fdch best practices, ale o zm\u011bn\u011b kultury. A \u017e\u00e1dn\u00e1 zm\u011bna kultury se nestane jen tak. Pot\u0159ebujete v organizaci vzbudit pocit, \u017ee zm\u011bna je nutn\u00e1, nevyhnuteln\u00e1. Otec change managementu John Kotter tomu \u0159\u00edk\u00e1 \u201ecreate a sense of urgency\u201c tedy \u201eVyvol\u00e1n\u00ed v\u011bdom\u00ed nal\u00e9havosti\u201c. Jin\u00fdmi slovy, dokud organizace zm\u011bnu nepova\u017euje za pot\u0159ebnou, nic se nezm\u011bn\u00ed. Tam je v\u017edy pot\u0159eba za\u010d\u00edt.<\/p>\n

Druh\u00fdm bodem je za\u010d\u00edt budovat v r\u00e1mci organizace zku\u0161enost s agiln\u00edm fungov\u00e1n\u00edm. Najd\u011bte t\u00fdm, co je ochoten to zkusit a pomozte jim. V\u011bt\u0161ina \u00fasp\u011b\u0161n\u00fdch transformac\u00ed za\u010dala odspodu. Kdy\u017e budete m\u00edt dostatek t\u00fdm\u016f co jsou ochotny experimentovat s jin\u00fdm p\u0159\u00edstupem, za\u010dne se v\u00e1m to nabalovat samo, jako sn\u011bhov\u00e1 koule. Zapojte v\u0161echny, agile nen\u00ed jen pro IT. Experimentovat s jin\u00fdm stylem pr\u00e1ce m\u016f\u017ee i marketing, sales, executive t\u00fdm, nebo board of directores. Ale nezapome\u0148te, \u017ee c\u00edlem nen\u00ed b\u00fdt agiln\u00ed, ale dok\u00e1zat n\u011bco, co byste bez agilu nedok\u00e1zali \u2013 a\u0165 u\u017e krat\u0161\u00ed time to market, vy\u0161\u0161\u00ed spokojenost z\u00e1kazn\u00edk\u016f, flexibilitu, reakci na zm\u011bnu, kreativitu a inovace, \u2026 to u\u017e z\u00e1le\u017e\u00ed na kontextu va\u0161eho businessu.<\/p>\n

T\u0159et\u00edm bodem je ukazovat v r\u00e1mci va\u0161\u00ed organizace, \u017ee agile funguje. A t\u00edm nemysl\u00edm, \u017ee m\u00e1te retrospektivu a backlog, ale \u017ee p\u0159in\u00e1\u0161\u00ed v\u00fdsledky. C\u00edlem nikdy nebylo b\u00fdt agiln\u00ed, proto ani nem\u00e1 cenu agilitu m\u011b\u0159it. Podstatn\u00e9 je, m\u011b\u0159it co agilita p\u0159in\u00e1\u0161\u00ed businessov\u011b. D\u011blejte osv\u011btu, pi\u0161te zku\u0161enosti do firemn\u00edch \u010dasopis\u016f, zv\u011bte lidi nap\u0159\u00ed\u010d organizac\u00ed a\u0165 se p\u0159ijdou pod\u00edvat. \u00dasp\u011bch je naka\u017eliv\u00fd.<\/p>\n

\"Emergence\"Chcete-li organizaci zm\u011bnit, mus\u00edte b\u00fdt optimisti\u010dt\u00ed a zm\u011bn\u011b v\u011b\u0159it. Jak se tak \u0159\u00edk\u00e1, abyste mohli n\u011bkoho zap\u00e1lit, mus\u00edte sami ho\u0159et. Kde tedy hledat inspiraci a dob\u00edjet energii? J\u00e1 chod\u00edm na konference a meetupy. Nam\u00e1tkou doporu\u010d\u00edm virtu\u00e1ln\u00ed konferenci Agile 100<\/a> kter\u00e1 ka\u017ed\u00fd m\u011bs\u00edc p\u0159in\u00e1\u0161\u00ed zaj\u00edmav\u00e9 p\u0159edn\u00e1\u0161ky a diskuse z agiln\u00edho sv\u011bta a pravideln\u00fd meetup kter\u00fd v r\u00e1mci Agiln\u00ed Asociace<\/a> po\u0159\u00e1d\u00e1me ka\u017ed\u00fd m\u011bs\u00edc. A kdy\u017e se chcete pod\u00edvat na business agility z celosv\u011btov\u00e9ho pohledu, ned\u00e1vno se mi dostal do ruky druh\u00fd d\u00edl magaz\u00ednu Emergence<\/a>. A je to moc zaj\u00edmav\u00e9 \u010dten\u00ed. Tak\u017ee jestli v\u00e1s zaj\u00edmaj\u00ed zaj\u00edmav\u00e9 pohledy z firem, kter\u00e9 agiln\u00ed mindset vst\u0159ebaly, nezapome\u0148te si ho objednat.<\/p>\n

Jin\u00fdmi slovy, najd\u011bte si kamar\u00e1dy z agiln\u00edch firem. Z prost\u0159ed\u00ed, kde agile nen\u00ed jen z\u00e1st\u011brka, ale opravdu funguje. Dod\u00e1 v\u00e1m to energii a sebev\u011bdom\u00ed, \u017ee kdy\u017e to jde jinde, p\u016fjde to i u v\u00e1s. Hodn\u011b \u0161t\u011bst\u00ed.<\/p>\n","protected":false},"excerpt":{"rendered":"

Jedna z \u010dast\u00fdch ot\u00e1zek je, jak m\u00e1me za\u010d\u00edt. Co m\u00e1m d\u011blat, kdy\u017e zbytek organizace agile vlastn\u011b ani nezaj\u00edm\u00e1, berou ho jako p\u00e1r praktik a zm\u011bn\u011b se br\u00e1n\u00ed, t\u00fdm st\u00e1le pracuje v\u00edce jako jednotlivci, hodnota se ztr\u00e1c\u00ed v tlaku na dod\u00e1n\u00ed co nejv\u00edce funkcionality. Osobn\u011b si mysl\u00edm, \u017ee \u00fasp\u011bch je dan\u00fd mixem n\u011bkolika v\u011bc\u00ed. V\u011b\u0159it tomu … Continue reading “Business Agility – Jak za\u010d\u00edt”<\/span><\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[6],"tags":[272,264,212,200,61],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts\/1119"}],"collection":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/comments?post=1119"}],"version-history":[{"count":0,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/posts\/1119\/revisions"}],"wp:attachment":[{"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/media?parent=1119"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/categories?post=1119"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/soch.cz\/blog\/wp-json\/wp\/v2\/tags?post=1119"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}