Craft Excellence

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Craft Excellence

For decades, agile teams have promoted strong Craft Excellence as the keystone for “being” agile. The purpose being to increase quality & throughput and, at the same time, embracing uncertainty & change. Many of the agile methods developed over the last 20 years, such as Extreme Programming (XP), Behavior Driven Development, Test-Driven Development, and DevOps, are almost entirely devoted to craft excellence.

And, by definition, craft excellence isn’t limited to software teams. Any domain of work can be technically agile. From agile marketing campaigns in marketing teams, Beyond Budgeting in finance teams, and talent management in HR teams.

To be agile, any work practice or technique must be designed to tolerate ambiguity, be customer-centric, seamlessly respond to change, and promote collaboration. To benefit from business agility, your organization requires the other domains, but these techniques & practices are generally a good place to start.

Moving from Theory to Practice[edit | edit source]

Your goal is to incrementally produce high-quality work, specifically aligned to a business outcome.

Adopt Agile Techniques[edit | edit source]

Regardless of your domain, skill, or craft, common agile techniques are designed to improve the quality of your work while aligning it to business outcomes. Agile techniques that apply broadly include; pair work, test-driven work, daily planning, retrospectives, etc. These practices, and more, are effective for almost any team and any type of work. Some types of work also have their own agile, or agile-like, techniques. Software teams are the most obvious with the full spectrum of agile practices, whereas management accounting teams have Beyond Budgeting, Manufacturing has TPS & lean techniques, etc.

Automate Repetitive Work[edit | edit source]

Software teams have had the advantage of automating repetitive tasks for a very long time. This has allowed individuals to focus more on higher-value knowledge work. Yet, as technologies mature and become available more broadly, more teams are able to take advantage of such automation. Techniques like Robotic Process Automation can support teams, such as HR and finance, enabling them to focus on higher-value work.

Measure Quality of Outcomes[edit | edit source]

There is an old project management joke; time, price, quality, pick two. While there is some truth to that, the reality is that business agility requires quality. To compound matters, there are multiple definitions of quality that we need to consider; work quality, perceived quality, and outcome quality.

Craft excellence means delivering work at the right quality for the context. Quality of work requires that execution minimizes defects and is designed for unanticipated changes. The customer's perception of quality requires that the user experience is seamless. Today's customers are expecting nothing less; a quick look at any Apple device or the Google homepage makes this evident. Finally, the quality of business outcomes is the difference between doing the work right and doing the right work. As the old saying goes;

Measuring your Business Agility Fluency[edit | edit source]

Crawl Walk Run Fly

Adaptability[edit | edit source]

We break work into small components (and continuously plan) in order to adapt when customer requirements change. Adaptive (or agile) techniques prevail, not just in IT and its supporting functions, but in operational, business, executive, and strategic teams as well We strive for the continuous delivery of value so our customers see immediate benefits and provide feedback faster. We have designed all work practices and techniques (across all divisions) for ambiguity, collaboration, customer centricity, adaptability and responding to change.

Technical Excellence[edit | edit source]

We have begun to instrument quality metrics across a broader number of factors. These are transparent to all relevant stakeholders to reduce test/repair and rework cycles. We measure the quality of our work based on multiple qualitative and quantitative factors besides reducing errors. These may include; fit for purpose, reusability, and adaptability. We balance a quality first approach against cost & utility to all the work that we do. We have adopted techniques (such as pair work) to achieve this. We sustain our craft excellence by continuously developing skills & improving processes to reduce waste and defects. We have clearly defined procedures, as well as appropriate tools & systems, to guide and support us.

Insights[edit source]

Case Studies[edit source]

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Hear from people who have gone through this journey already.

Further Reading[edit source]

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Want to go deeper? Read (and watch) more details about specific areas of Business Agility.

Books & Book Reviews[edit source]

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Not sure what to read, check our some of our Business Agility book recommendations and reviews

Interviews[edit source]

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Watch (or listen to) interviews from global Business Agility leaders.

Join the Business Agility Community[edit | edit source]

If you'd like to continue the conversation with like minded individuals around Business Agility Ways of Working, join the Business Agility slack community. Specifically the #future-of-work channel.

Business Agility Slack Community

Library Steward[edit | edit source]

This section is currently un-stewarded. If you have a passion for this space and would like to take ownership for the guidance and insights within, please contact Evan Leybourn. The stewards of the Business Agility Library are leaders in their field and we quite literally couldn't create such amazing content without their support. These people & organisations are leaders in the community and, through their actions and insights, continue to expand the horizon of business agility for us all.

This could be you!