The Agile Adaptive Management (AAM) model is conceptually simple; relying on the same iterative, incremental and concurrent practices used to develop innovative solutions and create tacit knowledge within each AAM project or initiative. Implementing it, however, takes determination, discipline and a good dose of stamina.

The first and most important step is to define the business purpose for each and every initiative. The second step is as important as the first, which is attracting great people to your idea (or as Alistair Cockburn says: cheat and get the best people you can).

Chartering, timebox planning, integrated testing, meeting management, boundaries of empowerment, and the Venture Capital Funding Model are offered as ways to assure your organization completes the third step called “Do Something Innovative.” And the step entitled “Learning and Reflection” asks the team and each individual to stop on regular intervals and think through what went well and what can be improved in the next iteration. The final step is focused on delivering “Results” with proof of financial value, organizational transparency and team accountability.

This model can be applied at all levels of the organization from the executive board room to the project and task level and to a variety of projects from the most complex IT Enterprise deployments to planning the company’s party. It begins to breakdown, however, when people act without regard for others or when the organization begins treating people as another cog in the firm’s machinery. Agile Adaptive Management, therefore offers consulting service in organizational design, leadership development, team development and project coaching.

Here is testimony from a past student of AAM who now understands and was able to apply our model in one of the world’s largest financial institutions:

“We just completed a release testing period last week, and I implemented the 2 agile principals of timeboxing and daily stand up meetings during this testing cycle. I organized a meeting with my team members 2 weeks prior to the start of the testing period, and we developed a timeboxed plan for testing preparations. During the testing phase, we had 15-minute daily stand up meetings where each team member described what they had accomplished the previous day, what they were going to accomplish that day, and any problems or obstacles they had encountered. The timeboxed plan led to thorough preparations for the testing period, and the daily stand up meetings increased communication and accountability within the team.”

“After the last day of testing, we had a debrief meeting where each person shared their thoughts on What Went Well and What Could Be Improved for the next release. The implementation of these tools was a huge success and I received positive feedback from my team. This was the smoothest and most organized testing cycle that we have had since I have managed the team, and we had no production issues after the software migration.”

For a complete description of the AAM model see David Spann's article Agile Adaptive Management Model: Building the Bridge from Innovation to Business Value.