Implementing new ways of working model for a business transformation project according to Agile, Lean Startup and Design Thinking frameworks
Naglinska, Laine (2021)
Naglinska, Laine
2021
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2021053112837
https://urn.fi/URN:NBN:fi:amk-2021053112837
Tiivistelmä
In the current rapidly changing business environment, it is crucial to build new work models for global project teams that would enable cross-functional collaboration, greater speed, flexibility and possibility for co-creation with those closest to customers.
The objective of this thesis is to create an effective work model for a business transformation project team by applying elements of Agile, Lean Startup and Design Thinking frameworks. The main research question aimed to clarify how to effectively implement a project work model by applying those frameworks. Further sub-questions aimed to evaluate the main achievements and challenges after the initial framework implementation stage and present recommendations to overcome identified challenges.
Firstly, a theoretical framework was formed, and the implementation stage planned in August 2020. The framework implementation stage took place from September to December 2020. Data gathering and analysis was carried out from January to March 2021. Conclusions and recommendations based on the conceptual framework and data analysis were formed in April 2021.
The chosen research strategy is action research and chosen methodology is a multi-method qualitative study. Data collection was carried out via team observation during the framework implementation stage, semi-structured interviews with project leads as well as a workshop with project team to co-create solutions to identified challenges.
The implemented work model consists of organizing the Lean Site team’s work in Agile Scrum sprints, applying Design Thinking exploration, co-creation and experimentation stages in structuring work together with KONE frontline experts as well as organizing experiments according to the Build-Measure-Learn cycle of Lean Startup.
The results show that there were both achievements and challenges after the initial framework implementation stage. It can be concluded that the application of Agile, Design Thinking and Lean Startup framework elements has benefitted the structuring of an effective, collaborative and user-centric work model that has allowed the team to start co-creation with field experts. The main challenges related to Agile mindset, decision-making in the new setup, the need for longer term planning as well as clarity about the vision and roadmap. Future development suggestions to overcome these challenges include, among others, the introduction of a quarterly planning event, thereby clarifying the vision and roadmap, ensuring psychological safety and accountability, continuing agile coaching and improving the decision-making process.
The objective of this thesis is to create an effective work model for a business transformation project team by applying elements of Agile, Lean Startup and Design Thinking frameworks. The main research question aimed to clarify how to effectively implement a project work model by applying those frameworks. Further sub-questions aimed to evaluate the main achievements and challenges after the initial framework implementation stage and present recommendations to overcome identified challenges.
Firstly, a theoretical framework was formed, and the implementation stage planned in August 2020. The framework implementation stage took place from September to December 2020. Data gathering and analysis was carried out from January to March 2021. Conclusions and recommendations based on the conceptual framework and data analysis were formed in April 2021.
The chosen research strategy is action research and chosen methodology is a multi-method qualitative study. Data collection was carried out via team observation during the framework implementation stage, semi-structured interviews with project leads as well as a workshop with project team to co-create solutions to identified challenges.
The implemented work model consists of organizing the Lean Site team’s work in Agile Scrum sprints, applying Design Thinking exploration, co-creation and experimentation stages in structuring work together with KONE frontline experts as well as organizing experiments according to the Build-Measure-Learn cycle of Lean Startup.
The results show that there were both achievements and challenges after the initial framework implementation stage. It can be concluded that the application of Agile, Design Thinking and Lean Startup framework elements has benefitted the structuring of an effective, collaborative and user-centric work model that has allowed the team to start co-creation with field experts. The main challenges related to Agile mindset, decision-making in the new setup, the need for longer term planning as well as clarity about the vision and roadmap. Future development suggestions to overcome these challenges include, among others, the introduction of a quarterly planning event, thereby clarifying the vision and roadmap, ensuring psychological safety and accountability, continuing agile coaching and improving the decision-making process.