FLEXSteps of FLEX
Net Objectives created FLEX as a consolidation of mindsets, practices and principles based on our experience with Agile at Scale beginning in 2004. It is not a static framework, but is an is an operating model that describes activities, roles, and artifacts required to get organizational flow.
We believe the goal of a company’s transformation be to improve the company’s business agility; that is, its ability to realize value quickly, sustainably, predictably and with high quality while always having the ability to pivot efficiently.
Although all organizations have different in culture, objectives, people, and dynamics, we have found that all organizations need to accomplish the following in order to be effective:
The figure shows these as part of a typical workflow of companies.
In a nutshell, discover what is most important, organize your people and allocate the capacity to the most important work. How each of the above actions are accomplished needs to be tailored to company adopting the transformation. However, there is no reason to re-invent the wheel as patterns for all of these exist and can be readily applied to the organization.
We must contextualize our approach to our organization while providing a concrete starting point. This tailoring has two steps. An initial phase to get you started and a continuing phase for ongoing improvement. The path to success is guided by attending to your objectives, specific agreements you make with each other and the practices you follow. These are built on a foundation of Lean-Agile principles, FLEX’s transformation philosophy and natural laws of product development. This is illustrated in the figure, “The Components of FLEX.”
FLEX can be used for any size organization. We call it an ‘enterprise’ transformation because FLEX addresses issues from the beginning of the value stream through deployment. The value stream can be thought of as all of the steps that your work goes through from the initial concept until the value is realized.
FLEX can stand on its own or can be laid on top of methods such as SAFe® (either to enhance it or to use it as a guideline). If you are doing SAFe or considering it, see the SAFe® and FLEX page.
FLEX is based on the reality that how to do business development with a software component is reasonably well known now. The challenge is getting people to do what will work. Just saying “follow this” doesn’t work. To improve an organization’s methods, one must attend to:
FLEX takes what is known and provides a way to make a customized roadmap for a company’s transition. FLEX is not limited to any one approach but incorporates what works from all other methods. FLEX’s power is in how it makes those practices available to the current context in which it is being used.
One of the key aspects of FLEX that differentiates it from frameworks such as SAFe, LeSS, DAD and Nexus is that it is not a framework but more of a way of thinking and an approach to manifesting improvement.
FLEX acknowledges that people need something concrete and well-defined in order to start. At the same time, taking an all-in all-the-way approach to a predefined method has the following disadvantages:
You should undertake an Agile engagement in an Agile manner. That is, do something small, learn, adjust do something more. This eliminates this seeming dilemma by providing people in the organization a straightforward, well-defined improvement step to begin with. Once enough progress has been done, the next step can be defined. While FLEX does require someone with experience to guide you, you can quickly learn how to guide yourself since it is based on principles and laws of software development. Once these are understood, you can determine your own path. See The Differentiators of FLEX for more.
A five-part approach to a roadmap
While avoiding prescribed solutions, FLEX suggests a phased approach to creating a customized roadmap that builds on patterns of success. Here are the phases:
Progress is guided by two types of metrics. The first is how much value is being manifested. The second is how well you are improving your development methods.