When it comes to scaling agile project management, businesses should consider Minimum Viable Bureaucracy in addition to Minimum Viable Products (MVP). When you are planning your next software (and perhaps hardware) platform or product, make sure you ask your team or company "how do we maintain efficiency and consistency at scale without hindering creativity?"
http://by.dialexa.com/minimum-viable-bureaucracy-a-practical-approach-to-scaling-agile-project-management
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
Minimum Viable Bureaucracy- A Practical Approach to Scaling Agile Project Management
1. Minimum Viable
Bureaucracy- A Practical
Approach to Scaling Agile
Project Management
By Adam Rose
http://by.dialexa.com/minimum-viable-bureaucracy-a-practical-approach-
to-scaling-agile-project-management
2. Dialexa
We are on a mission to make every company
a great technology company.
We work with organizations to define and
execute digital transformation strategies to
improve business operations and customer
experiences. Our services include:
• Multi-Year Technology Roadmap
• Platform Engineering
• User Experience Design
• Custom Software Development
• Hardware Prototyping /IoT
13. To do this, visualize the company in
terms of thick slices-
14. -one from a project perspective and the
other from a knowledge transfer
perspective.
15. The project slice offers granular information- which
teams are involved (sales through executive) and
the individuals working on specific projects.
16. The knowledge transfer slice shows
how teams and individuals interact
throughout a project.
18. Visualizing this slice of the
business can help you
identify current and future
bottlenecks in both quality
and quantity.
19. 2016 Knowledge Transfer Map: Larger circles mean more frequent connections, more
circles mean more channels for connections.
Data collected from minimal employee survey (n=5).
24. You can get an
idea of how
valuable your
bureaucracy is by
evaluating its
benefits and
costs.
25. Like MVB, you want to minimize the
following equation (minimize effort while
maximizing benefit).
26. Where:
• N: the number of people who are required to take action. The fewer people required, the
better.
• F: how frequently they need to take action to keep this request current. The less often this
needs to happen, the better.
• E: how much effort each person needs to fulfill this request. Faster is better.
• B: the value the business will gain from this request. Try hard to put an honest value
here.
• D: the duration that this business value will last. Is this something that lasts?
27. Think of this in terms of bike racing…
extra weight on bike should be
minimized.
28. While weight on moving
parts like the wheels is
even more important to
reduce because it is
harder to start and keep
moving.
29. Your project teams are the same way- the
more pressure you put on employees with
bureaucracy, the harder it is for them to keep
the project moving.
30. Practical MVB means
you have minimal,
precise reason for each
individual process
requirement.
33. Using chatbots to automate simple
discussions such as daily tasks can
keep standups lean and focused on
problems that have to be addressed.
This can free the team to focus on
clearing blockers while also providing
a basic written project history.
1. MVB on a
10-Minute
Level:
34. Cut out the non-actionable pieces of
your status updates and focus
specifically on what needs to get
done, when it needs to be done by,
and who needs to do it. Striving for
actionable updates will minimize the
amount of time spent in meetings
while also improving the value of
those meetings.
2. MVB on a
Weekly Level:
35. We’ve created a bucket system
where we separate all projects into
Tier 1 and Tier2 based on variables
such as estimated project
complexity, project timeframe, teams
involved in the project, and more.
Each project is rated according to
each variable and sorted into its
appropriate bucket. Using a RACI
approach to responsibility and
accountability, we can determine
critical success factors for each role
needed on a project.
3. MVB on a
Long-Term
Level:
36. These general MVB guidelines ensure staying
on top of all project requirement and
maintaining consistent knowledge transfers
through execution.