Agile enablers refer to activities or deliverables that indirectly contribute to product development but are essential to a smooth project transition. Essentially, they are the tasks or efforts that prepare your Agile project for success. Many enablers exist, from architectural work to infrastructure improvements to research. These building blocks may yield relatively small tangible results directly related to a product feature or function, but they are crucial to the overall process. Agile product development succeeds with enablers. Most of their work occurs behind the scenes, creating an environment that facilitates developing and delivering the rest of the product’s features.
Data pipelines train machine learning algorithms. Although this task does not result in a user-facing feature, it is essential to AI algorithms. It is an enabler since it makes developing the product’s main features possible. Documentation can sometimes be enabled. Agile projects might need more comprehensive documentation, but crucial aspects, such as architectural decisions or API specifications, are often required to ensure a common understanding within the team. Shared understanding facilitates more effective collaboration and decision-making during product development. Similarly, conducting some exploratory work or spiking (an Agile technique for creating a prototype or researching the domain) might be necessary before beginning product development for such a domain or technology.
In this sense, Spike is an enabler since it equips the team with essential knowledge for effective product development. Enablers are essential in product development despite not being the stars. By establishing these processes, user-facing features can be developed more efficiently and effectively, delivering a high-quality product quickly.
Architectural enablers often focus on a system’s fundamental design, facilitating other product development processes. This process can involve setting up the system or restructuring its components and determining how they interact. As with a building blueprint, you can build rooms and add electrical wiring once it is in place. Architecture enablers can help establish a robust and scalable data storage solution by establishing an appropriate database design. Although a user does not interact directly with this feature, it provides the foundation for user-facing features. Microservices architectures are another example. It can improve productivity and system reliability by allowing teams to work on different system parts simultaneously and independently. Although they do not directly influence what a user sees or interacts with, they are essential in shaping a scalable, robust, and efficient system. Architecture enablers form the framework for other development activities.
The first problem is perception. Enablers do not inherently lead to direct improvements in a product’s features or functionality that customers or stakeholders can see immediately. Their purpose is to lay the groundwork for future improvements. It can be challenging to persuade stakeholders to invest time and resources in something without an immediate or visible return on investment. Organisations focused on short-term gains may find this particularly challenging. A deeper understanding of Agile methodologies and a project or team’s specific capabilities and needs is required to identify and plan for enablers.
Expertise and experience are necessary and may only be available in some cases. However, they can be noticed when enablers are understood and incorporated correctly into the backlog. Cultural or organisational barriers exist. Many organisations are reluctant to adopt cutting-edge practices or tools, even when they enable more effective work. Several reasons may contribute to this, including comfort with current practices, fear of change, or an inability to grasp the potential benefits of evolving practices and tools. It can be tricky to prioritise enablers even when they are valued and recognised. It is easy to delegate or deprioritise these crucial tasks in a rush to deliver features and meet deadlines. A shift in perspective, efficient communication, and a well-planned approach are required to leverage enablers effectively. Overcoming these challenges will make Agile practices more efficient and effective, ultimately improving customer satisfaction and producing better products.
Multiple management layers, numerous departments, and diverse teams often make communication and goal alignment challenging in large organisations. Discerning, identifying, and prioritising enablers in Agile might be difficult without a shared vision across all layers. These organisations might need assistance communicating the value of enablers, which could result in them being overlooked or under-prioritised. Large organisations can also hinder change adaptation. Implementing enablers often requires changing existing processes, tools, or working styles. Such a shift may be difficult to manage in large setups, leading to resistance. The transition period may also cause disruptions or productivity loss, so these changes may not be welcomed. Diverse teams, projects, and technologies add complexity to a large organisation. Some enablers may only work for some teams or projects. Therefore, enablers must consider each team or project’s unique needs and constraints when implementing them across a large organisation.
Large organisations can successfully implement enablers despite these challenges if they address some key areas. Cultivating a culture of openness and learning is fundamental. Developing a culture that embraces change and values continuous learning and improvement is critical. A robust communication strategy can also help achieve buy-in at all levels of the organisation. Moreover, organisations may benefit from agile coaches or experienced leaders who can guide teams in identifying and incorporating enablers into their backlogs. These leaders can also help teams communicate with upper management and bridge communication gaps.
By investing in training, teams can become more knowledgeable and skilled about identifying and implementing enablers, enhancing mutual understanding of their benefits. Finally, Agile principles can improve change management through an iterative approach. Large organisations must make incremental changes and learn from each iteration to integrate enablers into operations more effectively.
