УПРАВЛЕНИЕ ОРГАНИЗАЦИОННОЙ КУЛЬТУРОЙ КОМПАНИИ НА ОСНОВЕ ПРИНЦИПОВ CHANGE-МЕНЕДЖМЕНТА И AGILE-МЕТОДОВ

Abstract

Agile is a flexible iterative- incremental approach to project and product management, focused on the dynamic formation of requirements and ensuring their implementation as a result of constant interaction within self-organizing working groups consisting of specialists of various profiles. There are many methods based on agile ideas, the most popular of which are Scrum and Kanban. The main weakness of classical project management is intolerance to changes. Agile-methods are based on four fundamental values to which the corporate culture of the company, that has embarked on the way of transition to flexible management, should correspond: individuals and interactions are more important than processes and tools; working products are more important than comprehensive documentation; customer collaboration is more important than working out the details of the contract; readiness for changes is more important than following the original plan. The areas of application of the agile-approach in Russia coincide with global trends: the top three industries that most actively use flexible project systems include IT and the financial sector. Abroad, in contrast to Russian realities, manufacturing companies practically do not use agile. Russian enterprises are not afraid to experiment with new approaches. According to Scrumtrek, in 2018, flexible project systems were quite popular in the domestic industry and the oil and gas industry. The number of such companies in 2018 increased by 11% compared to 2017, and the number of agile-teams whose work results in tangible goods almost doubled last year, from 4.6 to 8%. The main flexible project systems used by Russian manufacturing companies are LeanStartup, Lean, better known as lean manufacturing, often in combination with DesignThinking. The introduction of flexible design techniques, or agile-transformation, is perceived by many people as a way to instantaneous solution of most of the existing problems. But in practice, it turns out that it is not as easy to carry out agile- transformation effectively as it seemed: some approaches do not work partially or at all, employees (from an ordinary manager to a top оne) desperately resist innovations, more time is spent on the transition to flexible project management than we would like. Agile itself is not a project management method. This is a set of ideas and principles of how to implement projects. Already on the basis of these principles and best practices, separate flexible methods or, as they are sometimes called, frameworks have been developed: Scrum, Kanban, Crystal and many others. These methods may be quite different from each other, but they follow the same principles.