The Agile MVP model is a light-weight framework that is designed to apply the essence of Lean-Agile principles to deliver value for any type of work activity or process.
This model is a distillation of work I’ve done over the years, though I’ve only recently combined and refined the components into a cohesive whole.
The basic question this model answers: what would be the ideal way for me to do my work, if I could do it in the most Agile way. The what and how really boils down to maximizing the percentage of value-added work on my work and minimizing the level of resource commitment/cost on the client’s behalf.
As you will note, there is no mention of project in this model or of information technology. And that is quite deliberate.
One of my pet peeves as an Agile coach is the myth that Agile is an “alternate project management method”. This myth is often reinforced in the federal space, since most Agile coaching contracts are embedded within the project management division or aligned with a specific software development project.
And even though the Agile manifesto specifically refers to software development, there is nothing in the core Agile values that is specific to information technology.
So I’ve always operated from the conviction that just because Agile’s most visible successes have been within the domain of software development projects, that doesn’t mean that Agile is limited to those domains. After all, Agile to me is “early and frequent delivery of incremental business value”. And that concept can be applied to any activity or process, even thinking!
This model can be used to streamline process such as logistics, operations, quality, sales and customer service, procurement and inventory management and finance that are staples in virtually any industry. Even more valuable is that this model can enable these entities to be strategic partners in their enterprise’s success instead of just being support services or overhead.
I’ve used variations of this model for years, initially prototyping elements of it in my personal life, with my teams when I was a ScrumMaster, with non-profits where I volunteered as a way to assist with strategic planning, etc. And more recently, I was able to deliver the model within the government sector, with some positive results.
The model consists of five steps – ideation, intake, sequencing, delivery, validation. It is possible to start anywhere in the cycle, but for maximum value, the steps should be done in this sequence. The Minimal Viable Product (MVP) part of this model is that four of the five steps can be done in with minimal time and resource commitments.
Most often, customers resist setting aside to “create” new process as they’re swamped with existing work. Recognizing this reality and other constraints, I have been able to complete each step in as little as four hours; work delivery being the obvious exception since that is time-boxed for 1-4 weeks. A single half-day workshop for each step results in a visual output that can drive the next step. There are no other documents or deliverables required; these five visual outputs (usually about a page or two each), are enough to drive the transformation or improvement effort.
Obviously the model can be scaled with more time and resources as the need and value necessitate. There are occasions where I’ve asked clients to do “homework” – preparatory work to get the most value from the workshops, since they do represent a significant resource cost for the client – the time of their people, the opportunity cost of not doing other “work” as well as the cost of my efforts.
I’ll detail the model in the next post, but the five steps are ideation, intake, sequencing, delivery and validation.