AGILE MANAGEMENT AS AN ELEMENT OF THE MODERNIZATION OF THE

TERRITORIAL STRUCTURES OF THE NATIONAL STATISTICAL INSTITUTE

Svetla Ivanova

Although some transformations, achievements and breakthroughs have already occurred

as a result of the modernization of National Statistical Institutes (NSIs), changing organizationa l

cultures remains one of the most serious challenges. In particular, changing attitudes of employees

and their managers to understand that the course undertaken by the NSI requires a change in

traditional ways of working, moving to innovative approaches, technologies and processes to

improve the effectiveness of structural units and the institute as a whole, and the efficiency of the

resources used. On the other hand, the change in the organizational culture is also due to the need

for the NSI to be up to date with contemporary requirements for the official statistics, to mainta in

a competitive advantage among the producers of information, to adapt quickly to the new

technologies and to use the opportunities for knowledge and skills. For example, to collaborate

with academic institutions, and to adopt a new way of thinking that encourages the sharing of ideas

outside the organization. The transformation of the organizational culture, irrespective of the size

of the organizational unit and its location in the NSI’s organizational structure, will, in future,

require leadership to address the challenges of flexibility, the impact of the external environment,

resilience and new ways of working.

That is why the heads of each structural unit in an NSI have to answer the questions:

What principles should be followed to create a new organizational culture?

What capabilities should they acquire themselves to make a successful change in

organizational culture?

How to overcome the gap between the leadership skills currently available and those

that they will need in the future?

But first of all, they need to be aware of how flexible the structures they manage are, and

to take steps to eliminate what prevents them from being so.

Why is flexibility important to the organization and its leaders?

In general, organizational flexibility is the capacity of an organization to be infinite ly

adaptable without having to change itself. The key here is to be creative and adaptable. There are

two main reasons why managers of NSI structures need to focus on flexibility: First, changes

sometimes happen too quickly without the possibility of long-term planning. Secondly, the process

of continuous improvement and, subsequently, improvement of efficiency depends to a large extent

Head of Department “Statistical surveys – Sofia district” in Regional statistical office – Southwest, National

Statistical Institute of Bulgaria; E-mail: sivanova@nsi.bg.

on employees' willingness to change the organization of their work. The response to sudden

changes reflects the ability of the organization to adapt, but only when those changes, even radical

ones, are predictable (for example, changes in the composition of management teams, a change in

strategy, the start of new projects, budget constraints, etc.). Reaction methods in this case will

include everything that can be done to respond to changes without the ability to influence the

underlying cause. Simply put, adaptability in response to changes is like treating the symptoms of

a chronic illness. But when a sudden response to a sudden change is needed, the good manager

must be able to keep his team focused on the horizon rather than the momentary action in response

to the change.

Flexibility, however, does not mean adaptability. Flexible organizational culture is a

management philosophy that does not rest solely on the successful response to change, and accepts

challenges as an opportunity for improvement; it continually strives for improvement even when it

has already successfully coped with change. Such an organization views failure as an opportunity

for learning, pursues its goals, has vitality, and has synergy between mission, vision, and values.

In such an organisation, making a quick decision does not only happen during a crisis but on a daily

basis. There is a strong ability to perform tasks, high levels of accountability, stakeholder thinking,

and strong interaction with other external organizations or internal structures. And as a result of all

this, it is financially more successful without compromising the quality of work.

Can an Agile organizational culture be created in Regional Statistical Offices (RSOs)?

Creating an Agile organizational culture is possible and should be the first strategic priority

of the RSOs management teams, because it is the culture that determines the ability of those RSOs

to regulate their activities and processes and to fulfill their objectives, regardless of the impact of

external factors. However, in order to achieve this, a change in the whole RSO management

approach is needed, focusing on four main principles: purposeful leadership, personal change,

participation of all, and focused sustainability. If these four principles are the central to the

management and leadership of all three levels (Director, head of Department and head of sector),

then the syndrome "does not depend on me, the boss decides" (or, in the language of recent

literature, "I am the director of the waterfall") is eliminated.

Although many public institutions already have experience of, or have begun applying

different modern management approaches for the first time, there are not many employees in RSOs

who are aware of the nature and benefits of them today. Common practice is to follow the rules

without an in-depth insight into the reason for their creation. This is possibly due to a somewhat

complex communication system, and geographical remoteness of the territorial units. This does not

mean that the people working in RSOs are bad employees or managers, but rather that they are

focused on the fulfillment of their direct duties. This is good, but not good enough, because it turns

out that professional experience, accumulated over years, and perfect execution of duties, is hiding

an insufficient knowledge of corporate philosophy and a lack of strategic thinking, resulting in

inadequate protection of the position of the RSO in the context of a change. As a result, there are

perfect performers since the early years of their work experience in the RSO, but without any real

change in their effectiveness over time. Insufficient knowledge and experience of modern

management tools, and the lack of initiative for breaking the status quo in the leadership teams in

the RSO, leads to a reduction in the motivation of staff and generally to lower performance

indicators. This is also the reason why the principles of Agile management must be known and

shared by each employee.

Also, if the focus in the RSO is to improve its efficiency, it is necessary to create an

organizational culture that includes knowledge of the principles of Agile1 and Lean2 management

the differences between them and their respective implementation tools, e.g. Scrum and Kanban.

The management that I likened to a waterfall has been tested and optimized over the years and

therefore provides comfort to RSO executives and employees. However, in today's dynamic world,

the search for comfort in managing an organization is not a positive quality for its leaders. First

and foremost, this is because of the dynamics of the external factors of the functioning environment.

It is impossible to identify in advance all the risks faced by the employees and managers in the

RSO if they simply descend on the waterfall of this convenient status quo. In other words, how

many of the supervisors in the RSO, before commencing work on a task, can provide their teams

with instructions that, if followed exactly, and without any other information, bring the task to

completion? Given that RSOs, as part of a NSI, produce statistical information needed for

government, and that the inputs involved in producing this information are part of the country's

budget, we are responsible to the public for the adequacy of our policy regarding the resources

invested in our activity.

Can Agile management make the management "waterfall" in RSOs change its

direction?

In previous publications, I described in detail the factors that define the NSI as a unique

state institution and RSOs as unique territorial structures of the state administration. It turned out

that there are modern private sector management tools that can be successfully implemented in

RSOs by adapting them according to their functions and organization. For example, adapting and

applying Lean Management in RSOs can only bring benefits to them and the NSI respectively.

In essence, Agile management is a set of methods and tools that are based on repetitive

action at certain stages of the work, as well as self-organizing teams of staff with different

functions, focusing on stakeholder requirements and aligning the organization with external

environment factors that have an impact on its activity. The Agile approach was developed,

structured and described about 15 years ago. Originally, it was mainly used by small software

startup companies, but is now being applied in very large corporate enterprises. This is because it

1 Agile Management (Flexible Management) - a style of management that focuses on quality assurance and

continuous self-improvement by using only results-yielding methods. 2 Lean management includes approaches and tools used by the organization to eliminate all activities and processes

in production processes that take time but do not add value to the users of the products.

gives positive results in different projects and different activities, not just in the area of software

development.

Agile management differs from most management styles in that it promotes change, no

matter at which stage of implementation, adaptive short-term planning and flexibility, and its

benefits are primarily for stakeholders.

When looking for an effective and unique process management method, the use of Agile

management techniques is appropriate for RSOs for the following reasons:

Agile management focuses on quality assurance and ongoing self-improvement, using

only procedures that deliver results and contribute to the success of implementation. In the context

of the NSI modernization, this is essential for RSOs.

Agile management requires transparency and discipline in performing tasks, implie s

rapid pace, flexibility and delegation of rights in a dynamic environment. RSOs have a real

potential for such a way of working due to organizational values established over the years.

RSOs are closest to respondents in the chain of statistical information processes, which

creates a constantly open line of communication with them. This, in turn, can be a good check, as

Agile management takes care of each stakeholder and their specific needs.

The objective of the reform of the NSI's territorial structures is continuous

improvement and better results for all activities in RSOs, not just the final product of the production

cycle within RSO. This is the basis of the philosophy of Agile management.

Some facts from the history of Agile methodology that lead to interesting conclusions: In

February 2001, 17 software developers met to discuss Agile development methods. In the course

of the debates, they united around the idea of defining unified principles for flexible working

methods, thus arriving at signing the Manifesto on Agile methodologies3. It presents the values

that drive its application:

Individuals and interactions over processes and tools;

Working software over comprehensive documentation;

Customer collaboration over contract negotiation;

Responding to change over following a plan.

The principles set out in the Manifesto are:

1. Our highest priority is to satisfy the customer through early and continuous delivery of

valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness

change for the customer's competitive advantage.

3 http://agilemanifesto.org/principles.html.

3. Deliver working software frequently, from a couple of weeks to a couple of months,

with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support

they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a

development team is face-to-face conversation.

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users

should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity - the art of maximizing the amount of work not done - is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and

adjusts its behavior accordingly.

Over time, the Manifesto principles became the basis of Agile Governance as a whole.

Each RSO employee would recognize the values and principles of the Manifesto as the

circumstances that make his or her work successful - the context, the involvement of the clients

(the stakeholders in the work of RSO employees), the innovation, the modularity of the work

process, the error response. And this is because:

A basic principle in Agile management is to work quickly. Tasks that need to be

executed within a specific timeframe can be broken down into separate activities with short

deadlines, validating the outcome at the output of each activity. This ensures that any changes or

ideas for improvement can be tested earlier. In addition, each activity from the process will build

on the already verified results and when a problem is found in the output, it is easier to find the

source. If there is no such modularity in the execution of processes, and validation of the result is

undertaken only at the end of the process, to identify the cause of problems it is necessary to look

at the entire chain of activities. The situation becomes even more complicated if the process is only

completed by the deadline. The Agile way of working gives the contractors the competitive

advantage of simultaneously fulfilling the requirements for timeliness and quality of the

information produced.

Communication and motivation are essential to the Agile way of thinking. The

managers (those responsible for the statistical survey or project), stakeholders and task executors

should be in continuous communication. Each party must provide up-to-date information to the

other and therefore is motivated to use the new information received by it. Agile management is a

fast, dynamic and flexible path to success, but only when all participants are really ready to accept

criticism, understand changes or failures, and have the motivation to work together to achieve a

common goal.

Simplicity is another key element of the Agile philosophy of achieving positive results.

This means abstaining from previous patterns of behavior or organization of work, and focusing

only on the performance of the specific activity in the process, eliminating those activities that do

not add value to the end product. This will increase the effectiveness of the team and the

implementation of the project will take less time.

The team working on a task is formed without observing the formal structure of the

organization, and is in accordance with the professional capacity of employees in it. This team can

separate time for the task into time intervals with intermediate deadlines. This enables the quality

of the end product to be improved, and provides an opportunity for a more accurate assessment of

team efficiency. The imposition of work organization templates or deadlines that gave positive

results for other tasks, does not guarantee the good quality of the final result. Practice proves that

in unforeseen crisis situations, when there is no way of applying an approved model of work for

the implementation of the tasks, informal self-organizing teams are formed, whose work ends with

a result of sufficient quality, within the deadline. This shows that, for this purpose, the right people

have found each other in a natural way, breaking the imposed model of the official organizationa l

structure. The most motivated are people who gravitate to tasks they know they can accomplish.

Agile management requires the execution of a task or project to be carried out in stages, at

the end of which, before passing on to the next one, the outcome is assessed. Each stage is a new

opportunity to correct and maintain the quality of work. Information on the performance of each

stage is returned in reverse order from the contractor to the manager and from the manager to the

stakeholders. The difference in organization between the traditional management approach (which

I likened to the waterfall) and the Agile approach is presented visually in Fig. 1 and 2.

Figure 1. Organization of task / statistical survey in the traditional way ('Waterfall of

Management')

Stakeholders Deadline for

implementation

Supervisor

Planning

Design and methodology

Activities to perform

the task assigned by the supervisor

Implementation of action

Department/Sector Validation of

the results

Final result

Figure 2. Organization of task execution /statistical research through Agile management

Pla

nn

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Activity 1

Interim period 1

Deadline for

implementation Activity 2

Interim period 2

Activity 3

Interim period 3

Task teams

Stakeholders

Supervisor

Des ign and methodology

Implementation of action 1

Val idation of the results 1

Intermediate result 1

Pla

nn

ing

Pla

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ing

Des ign and methodology

Implementation of action 1

Val idation of the results 1

Intermediate result 1

Des ign and methodology

Implementation of action 1

Val idation of the results 1

Final result

Pla

nn

ing

Agile management in the statistical production process - is it new?

Agile Management breaks the execution of a task into modules of activity. In this respect

the logical reference to a process-oriented approach to the production of statistical information is

noted, such as the Generic Statistical Business Process Model (GSBPM). The advantages of the

process approach over the divisional management approach in RSOs are as follows:

The strict design of each process will lead to improved performance metrics, as

resources and time are not wasted on useless efforts. Therefore, those activities that do not add

value to the final product will be eliminated.

In a process-oriented management approach, the success of each organizationa l

structure will depend on the proper implementation of its own well-designed processes. Employees

will work in teams go beyond their departments, and managers will not oversee, but will help their

subordinates. Therefore, there will be a unique approach to the responsibilities and patterns of

organization of the team.

Thanks to its multidisciplinary feature, the process management approach will ensure

high-quality statistical production that meets the requirements of users. This is because all the

features are optimized to achieve maximum compatibility. Therefore, any subsequent activity in a

process will stand on the already validated results.

Continuous communication in all directions (within the team, between the team and

the supervisor, and between the supervisor and the stakeholders) is the framework that mainta ins

the whole set of individually designed procedures, according to the pre-specified time limits of the

output of the production process, satisfying the requirements of the interested parties and meeting

the quality criteria.

In 2016 the Bulgarian NSI developed a General model of the statistical production process

(GMSPP) in accordance with GSBPM, version 5.0, which reflected the peculiarities of Bulgar ian

statistical system in terms of the stages of collection, processing, analysis and dissemination of

statistical information. It would be interesting to look for the place of RSO in its conceptual

framework and, in particular, those activities performed by its employees. Fig. 3 illustrates how

Agile management corresponds to the principles of organization of the statistical production

process by phases and sub-processes implemented in the territorial structures or the headquarters

of the NSI. The arguments presented in this way are found in the explanatory part of the GSMPP.

It should be specified that the set of activities for the implementation of the sub-process of phases

in NSI varies between the headquarters and the RSOs, depending on the functional characterist ics

of the two types of structures.

Figure 3. Connection of Agile management phases and sub-processes of GMSPP in NSI

"Planning" stage under Agile management

At this stage, the planning activities are mostly carried out at the NSI headquarters. The

RSOs only perform some activities of sub-processes 2.3. "Developing a methodology for data

collection and conducting the survey" and 2.6. "Design of production (information) systems and

workflows".

In the context of the GMSPP Phase 2 "Design", the RSOs plan and select the most

appropriate method to collect data from respondents, depending on the type of study, the object of

study, and the toolbox provided by the headquarters, taking into account the possibility of the

method chosen to reduce the burden on the respondents or the NSI. It is planned to organize the

survey in the relevant RSO as a work flow, starting with employee training, assigning

responsibilities and responsibilities to the team through data collection, processing, deadlines for

interim results, ways to validate them and ending with the transmission of the final result to

interested parties.

"Design and Methodology" stage under Agile management

Some of the activities of sub-processes of phase 3 "Building the necessary tools for

conducting the research" are carried out only in the headquarters of the NSI, others are carried out

jointly with RSO, whilst others are done in RSOs as a separate stage of the production of statistica l

information.

At the level of territorial structures, under sub-process 3.1. "Development of data collection

tools", interviewers take part in the preparation of the questionnaire with the headquarters of the

NSI, field materials are developed to facilitate communication with respondents with difficult ies

in completing questionnaires (Roma, older people, people with disabilities, people with specific

employment, etc.), employees are introduced to the system operating instructions and logical

controls. Unlike the tools provided by the NSI Central Unit, which must be approved for their

actual implementation, in order to guarantee the quality of the information, the data collection

techniques of RSOs employees are subject to constant review and change.

According to the explanations in the GMSPP sub-processes 3.2. "Workflow

Configuration", the RSO defines a road map for the implementation of the statistical survey at

territorial level, distinguishing the working processes for the production of statistical information

from the administrative-support activities. Taking into account the prescribed quality standards and

deadlines for implementation.

In accordance with the explanations in the GMSPP sub-processes 3.3. "Testing the

Statistical Production Process", RSO employees can take part in testing programs and mobile

devices for data collection and processing. An analysis of good practices from other statistica l

surveys is carried out and, if applicable, they are adapted for the purposes of the specific statistica l

survey.

"Execution" and "Validation" stages under Agile management

In the territorial structures of the NSI in Phases 4 "Data Collection",

5 "Data Processing", and 6 "Analysis" of the GMSPP, sub-processes are executed with repeated

iteration and validation of intermediate results, so that the final result with the required quality is

reached within the predetermined deadline. In the implementation of the sub-processes in these

three phases in the RSOs, it is often necessary to return to a sub-process or activity that has already

passed. The reason is that the logical cycle data collection - data processing - analysis is repeated

multiple times until you achieve the desired quality of the final product, and each phase ends with

the interim result after the validation of the data.

In the context of the GMSPP Phase 4 "Data Collection", information from the respondents

is collected using different methods in the RSOs. At the same time, arithmetic and logical controls,

and analysis of detected deviations from the logical controls are performed. This phase ends with

the introduction of the data in a statistical information system, accompanied by data coding and the

gathering, if necessary, of additional information from the respondents. At the end of Phase 4, the

intermediate result is data that is subject to further processing in Phase 5 "Data Processing". It

includes sub-processes for data aggregation, classification and data coding, analysis based on

quality criteria, gathering additional information from respondents and / or editing, if necessary.

At the end of Phase 5, the intermediate result is a database with output tables to be analyzed for

different purposes in Phase 6 "Analysis". The results of the previous phase are verified with

historical data, the trends of the phenomenon or process under investigation are analyzed, and the

quality of the statistical products is validated in accordance with the general quality framework.

"End result" stage under Agile management

In the territorial structures, in the context of the GMSPP Phase 7 "Dissemination", the

activities that carry the final result from the implementation of the previous phases and sub-

processes to the stakeholders are implemented. This includes making press releases and

publications at the regional level and providing information on customer requests. User feedback

is collected through questionnaires, about the need for information and the quality of the data

received. It is the results of this feedback that close the quality management cycle, leading back to

the Planning stage. If it is necessary to improve the outcome of the activity or to develop a

conceptually new approach to conducting the statistical survey, all phases will be repeated from

the beginning. But even if the results fully satisfy the expectations of the interested party and the

project manager, the conditions of the external environment in which the statistical office operates

are constantly changing and this implies continuous monitoring, and measures to maintain a high

public profile of the institution.

What happens when Agile management meets ISO 9001: 2015?

As a member of the European Statistical System, the NSI complies with the principles of

the European Statistics Code of Practice. From 2015 onwards it is certified according to the ISO

9001 standard. It is interesting in this case how these quality standards for the statistical production

process and the statistical product, correspond to Agile management. In search of an answer to this

question, it is good to look at how the European Statistics Code of Practice corresponds to the

Manifesto of Agile methodologies and to the quality standard ISO 9001.

Table 1. Comparing the principles of quality management of the statistical production

process with those of Agile management

Principles of the European

statistics code of practice Principles of the Manifesto on

Agile methodologies Principles for quality

management of ISO 9001 Institutional environment Principle 1: Professional independence Principle 2: Mandate for data collection Principle 3: Adequacy of resources Principle 4: Commitment to quality Principle 5: Statistical confidentiality Principle 6: Impartiality and

objectivity

4. Daily collaboration between business people, developers and project managers throughout the project 5. Projects are built by motivated individuals, provided with support and resources and voted for trust 6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation 7. Working software is the primary measure of progress 8. The constant pace of sponsors, developers and consumers leads to sustainable development

2. Leadership - leaders at all levels establish unity of purpose and direction and create conditions in which people are engaged in achieving the organization’s quality objectives 3. Engagement of people - competent, empowered and engaged people at all levels throughout the organization are essential to enhance its capability to create and deliver value

Statistical processes Principle 7: Sound methodology Principle 8: Appropriate statistical procedures Principle 9: Non-excessive burden on respondents Principle 10: Cost effectiveness

9. Continuous attention to technical excellence and good design enhances agility 10. It is extremely important to eliminate work that does not add value 11. The best architectures, requirements, and designs emerge from self-organizing teams 12. At regular intervals, the team discusses how to improve its efficiency, then adjusts their work according to the decision

4. Process approach - consistent and predictable results are achieved more effectively and efficiently when activities are understood and managed as interrelated processes that function as a coherent system 5. Improvement - successful organizations have an ongoing focus on improvement 6. Evidence-based decision making - decisions based on the analysis and evaluation of data and information are more likely to produce desired results

The numbering of the principles corresponds to that in the official documents

Statistical output Principle 11: Relevance Principle 12: Accuracy and reliability Principle 13: Timeliness and punctuality Principle 14: Coherence and comparability Principle 15: Accessibility and clarity

1. Satisfying customer needs through timely delivery of useful software 2. It is possible to change the product even at an advanced stage of development for the sake of customer satisfaction 3. Frequent delivery of working software in shorter terms

1. Customer focus - The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations 7. Relationship management - for sustained success, an organization manages its relationships with interested parties, such as suppliers

When it comes to quality management, each organization uses established procedures and

standards as an instrument. In Agile management, “Scrum” is a framework that, thanks to its

modularity and versatility, has changed the perceptions of project management and has proven the

advantages of such a type of management over the traditional one. It is interesting to see what

happens when ISO and Scrum meet in the Agile management environment of statistical processes.

ISO recommends developing a quality management manual that will help the statistica l

organization to improve and guarantee the quality of statistical products and services through

continuous monitoring of the statistical business process and user satisfaction. Once there is such

a quality management manual, the next step is to apply it. To this end, the Scrum framework

provides opportunities for an empirical control of processes throughout the life cycle of product

development through iterations of the four formal events for monitoring and adaptation: Short-term

planning; synchronization of activity; review of the intermediate result; creation of an improvement

plan.

In Scrum there are three main roles - Product Owner, Scrum Master, and Development

Team. ISO also recommends developing a hierarchy that will help improve the overall performance

of the process. For example, in ISO 9001: 2015, emphasis is shifted from the management to

leadership and engagement of leaders (clause 7 - Leadership). In fact the distribution of GSBPM

sub-processes between the headquarters of the NSI and the RSOs (Figure 3) creates a favorable

environment for the application of Scrum without compromising ISO requirements.

ISO and Scrum focus on continuous improvement. ISO recommends that all activities in

the Quality Management System (QMS) be planned, implemented, measured and improved (ISO

9001: 2015: 6 - Planning, 8 - Operation, 9 - Performance Evaluation, 10 - Improvement). Scrum

also works on similar lines - performance planning (Sprint Planning), performance (Sprint),

performance review (Sprint Review) and retrospective performance (Sprint Retrospective). In

Table 2, ISO clauses are shown, which confirm the possibilities for Scrum approach in the

statistical organization.

Also supporting the findings in Table. 2: ISO 9001 refers to the cycle Plan-Do-Check-Act

(PDCA)4 as a basis for quality management systems. The Scrum approach, on the other hand,

works the following way:

Planning (Plan): At its meetings, the Development Team plans to launch the Sprint, starting

with the Product Backlog and Sprint Backlog.

Performance (Do): The Development Team performs the Sprint by assessing the remaining

work and refining the Product Backlog.

Check (Check): The Development Team reviews the Sprint to check the incrementa l

increase in product functionality and review of the Sprint to check the process and environment.

Adjustment (Act): After the review of the Sprint, the Product Owner can update the Product

Backlog that the Development Team will step on to plan the next Sprint.

As you can see, ISO 9001 and Scrum are not two different universes. In both cases, the goal

is to improve the production of statistical products and services. Simultaneous application can

result in one result - improving customer satisfaction.

4 The Plan-Do-Check-Act (PDCA) is also known as the Deming Cycle.

2. Link between ISO 9001:2015 and Scrum practices in the production and provision of statistical products and services

ISO 9001: 2015

clause Actions according to the requirements of the ISO 9001: 2015 clauses Actions by Scrum

5.1.2. Customer

focus

Managers need to demonstrate leadership and commitment to the focus on consumers by ensuring that

statistical products and services comply with regulatory, legal and consumer requirements, emphasizes their satisfaction, and the risks and opportunities are properly identified.

Create a Product Backlog with

customer-oriented product features before the first run

begins. It evolves throughout the life of the product.

5.3. Organizational

roles, responsibilities and

authorities

Management should delegate responsibilities and rights for the relevant roles of the QMS to the

appropriate employees and are disclosed and understood within the organization to ensure compliance of the QMS with the standard, its integrity in change, adequacy of the processes for the planned

statistical products, and service and performance reporting.

Scrum differentiation - Product

Owner, Scrum Master and Development Team.

6.1. Actions to address risks and

opportunities

When planning QMS, risks and opportunities need to be determined according to the organization's specific needs and expectations and expectations of stakeholders to ensure that QMS can achieve its

intended purpose. Actions taken to address risks and opportunities must be proportionate to the potential impact on the compliance of statistical products and services.

Analysis of root causes, retrospective execution, update of

the Product Backlog.

7.4. Communication

The order of internal and external communications on the QMS should be defined. Including what, when, with whom, how, and who will communicate.

Conduct daily meetings, updating Product Backlog, review the implementation and execution of

flashback.

8.1. Operational

Planning and Control

Processes for the production of statistical products and services must be planned, implemented and

controlled in a way that ensures compliance with consumer requirements and with legal and regulatory requirements

Evaluate the remaining work,

schedule the performance, review the performance, and profile the user.

8.2.2. Determination of

Requirements related to Products and Service

When defining requirements for statistical products and services to be offered to users, the NSI must ensure that they comply with all legal and regulatory requirements and can actually be made available

to users upon request.

View the profile and its eligibility criteria for the product

or service.

8.2.3. Review of requirements related to products

and services

A review should be carried out before providing the finished product or service to the consumer, taking into account the requirements set out therein, the legal and regulatory requirements, those of the NSI and those that have arisen subsequently. Not only the original order and results are documented, but all

new requirements for the product or service are documented.

Revision history of user requests.

8.2.1. Customer

communication

Communication with users of statistical products and services involves providing product or service

related information, query processing, queries or contracts, changes to them, post-product feedback, user identity control.

Sprint Review and Sprint

Retrospective

8.3.2. Design and

development planning

The nature, duration and complexity of the activities of the statistical survey, the activities necessary to

verify the results and the validation of the activities, the participants in the production of the statistical product, the resources, the communication with the stakeholders, the way of documenting the processes

should be provided.

Performance planning,

assessment profile and definition of the stages.

8.3.3. Design and development inputs

Consistency of the input with the projected objectives has to be ensured, the contradictions between the design and the input design have to be solved and the information about the design and development of

the inputs is documented.

View the profile and criteria for a finished product or service.

8.3.4. Design and

development controls

Control of the design and execution process must be applied to ensure that results are achieved that are

defined that they will meet the requirements that design and development outputs meet the requirements of the input. Verification and validation have different purposes and can be carried out alone or in combination.

Retrospect of the performance

testing of the implementation.

8.3.5. Design and development

outputs

The conformity of the finished product or service with the design of the statistical survey and the initial eligibility requirements and eligibility criteria has to be ensured and appropriate procedures are in place

to monitor and measure eligibility criteria. These procedures shall be documented.

Review of performance.

8.3.6. Design and development

changes

Changes made during or after the design and development of statistical products and services should be identified, monitored and controlled to ensure that there is no adverse impact on compliance.

Change management, performance planning, review of

implementation.

8.6. Release of products and

services

Pre-planned measures must be implemented through the different phases and sub-processes of the production of statistical information to verify whether product and service requirements have been

fulfilled. The release of statistical products and services must not take place until the planned measures have been satisfactorily implemented.

Review of the implementation, regular meetings, planning the

implementation.

8.7. Control of nonconforming outputs

Appropriate action must be taken on the basis of the nature of the non-compliance and its impact on the product and service requirements, whether established at the time of delivery or after it has been provided. Compliance with the requirements is also checked when correction of incorrect outputs is

made.

Testing, review of implementation

9.1.2. Customer

satisfaction

The degree of satisfaction of the needs and expectations of users of statistical products and services

should be monitored through different methods of obtaining feedback according to the type of users.

Review of performance.

9.1.3. Analysis and evaluation

The information obtained from the monitoring and compliance measurement should be analyzed, the results of which will be used to assess not only the product or service's compliance but also the degree

of consumer satisfaction, the effectiveness of the QMS, the actions taken to address Risks and opportunities, the fulfillment of the respondents' obligations and the need to improve the QMS.

Retrospect of execution.

10.2. Nonconformity and corrective action

Where non-compliance, including consumer complaints, occurs, control and correction actions have to be taken to address the consequences to address the cause of the non-compliance by reviewing and analyzing the non-compliance, identifying the reasons, updating the risks and opportunities or, if

necessary , And changes to the QMS.

Analysis of root causes, retrospect of execution

10.3. Continual

improvement

The QMS needs to be continuously improved in view of its suitability, adequacy and effectiveness. The

results of the analysis and evaluation are the guideline, thus determining whether there is a need or an opportunity for improvement.

Flashback to the implementation,

review of effectiveness.

Is Agile Governance a "Silver Bullet" to deal with risk?

Risk management is necessary to identify, manage, and eliminate the sources of risk before

they become a threat to the organization's goals. Actions are generally in the following areas:

Risk identification - List the risks that jeopardize the achievement of the objectives or

the project;

Risk analysis - assesses the likelihood and impact of each risk;

Risk prioritization - identifying significant and tolerated risks based on likelihood and

impact;

Risk management planning - plans and measures to address each risk;

Counteracting Risk - Implementing the risk management plan;

Risk monitoring - the implementation of measures to address each risk is monitored

and the cycle continues with the identification of risks.

In Agile management, risk management is not needed as an additional procedure, as Agile

essentially focuses on the continuous identification and reduction of risks through its short

iterations, numerous verifications and validations, emphasizing the increment of the product or

service and the satisfaction of stakeholders. However, in the context of Agile management, some

risk management practices can move it one step further in the overall process of continuous

improvement. Below is presented the most commonly used approach for risk management in terms

of Agile management, but adapted to the process of producing statistical products and services in

statistical offices. Several instruments are used for this purpose:

1. List of risks. By its very nature, this is not new to the heads of structural units in the NSI

because they are updating it annually in connection with the system of financial management and

control in the organization. But now, the same list will be considered in another light. The steps in

managing risk in Agile Management are:

Create a list of potential risks during the planning of the implementation (stage

"Planning a Sprint" of Sprint);

Assess the probability and impact by a scale of 1 to 3 or 1 to 5;

Calculate the exposure to each risk by multiplying the probability and impact. The

higher the exposure, the more significant the risk and the more serious attention is needed.

"Exposure = Probability × Impact"

Determination of risk mitigation measures. They can be deployed as separate stages in

the production of statistical information. In the Scrum approach, they can be added to the Product

Backlog as separate stages of the production process. However, if the risks are more the result of

external obstacles and can be removed by the Scrum Master, they should not be added as phases

of the Product Backlog. Finding the right measures to counteract risk is actually the most complex

part.

2. Analysis of the causes of the risk. The key to defining the most appropriate risk-

mitigation measures is to identify the real cause of the risk. When there are indications of a problem,

it is important to investigate all the circumstances that could cause it before a solution is sought.

The cause-and-effect analysis5 is quite a convenient way of doing so because it combines

the techniques of brainstorming and mental mapping, and allows us to address all the causes of the

problem, not just those that are most obvious. This analysis is visualized by a "fish bone" chart.

Building the overall picture of the causes of a problem starts from the problem and continues to the

fullest possible explanation of the causes. In the production of statistical information, the factors

implying risks are grouped into 6 areas - methodology, resources, employees, processes,

respondents, stakeholders, environment and management (Figure 4).

Fig. 4. Diagram of causal analysis of risks in the statistical production process

5 The cause-and-effect analysis was developed by one of the pioneers in quality management, Professor Kaoru

Ishikawa in 1960.He introduced it formally as a technique in his 1990 book "Introduction to Quality Control".

This approach to risk management in Agile management is particularly useful not only for

risk management, but also in case of problems at the end of each iteration. McKinsey's 7-S model6

could serve as a starting point for analyzing the causes of risks.

3. Track the progress and visualize it through a progress chart and a radar chart.

As soon as the risk list with counter-measures is ready, a chart of progress can be made to

track the risk over time. It will provide important information throughout the business process. In

Fig. 5, such a diagram is presented with the default values of the defined risk exposure estimated

on the scale of 1 to 5. If a risk assessment is performed at the end of each iteration, the Development

Team may choose between focusing on the mitigation of the risks at the time of iterations (the blue

line of the chart) or on obtaining quick results without risk management (the green line of the chart).

In addition, this chart can also be used when choosing different options to counteract one

risk. Then the graphs of the risk assessment for each of the options are located on the same diagram,

and the one that most closely approximates to the ideal risk response is chosen.

Fig. 5. Chart the progress of risk over time

6 Diagnosis model 7-S of McKinsey in RSOs is presented in my post "Concept of development of regional statistical

offices in the new organizational structure of the National Statistical Institute" magazine."Statistics" 1/2016

Radar charts can also be of great help to track progress in retrospective execution or risk

management (Fig. 6). Here, however, the approach I propose is different from the standard

assessment through the exposure values of each risk. It is clear that Scrum practice, ISO 9001 and

the PDCA cycle are very closely related to each other, this fact may be helpful in retrospective

reviews of performance. The nine criteria of the Common Assessment Framework (CAF), based

on the cycle PDCA, can be used as supporting pillars. They can be judged according to their

maturity and the achievement of the goals set, and, at the discretion of the team, only a sub-set can

be selected. This is practically nothing new, as the CAF classic scoring methodology relies

precisely on this type of assessment. In order for the radar chart to fulfill its purpose, it is necessary

to evaluate at the beginning of implementation, to assess at each performance review, and to define

real measures to address the most urgent risks. A must is to have the same understanding of the

meaning of each pillar by all members of the team, the Scrum Master and the Product Owner.

Using the criteria of the CAF, the pillars have the following semantic content:

1. Leadership - The assessment focuses on how managers create conditions for clarity and

unity of the structural unit's objectives, unit and employee development, the functioning of an

appropriate governance mechanism, effective interaction with all stakeholders.

2. Strategy and Planning - The evaluation focuses on the extent to which the objectives of

the administration are tailored to the needs of stakeholders, the need for modernization and

innovation and whether they are updated and adapted as a result of critical monitoring.

3. People - The assessment focuses on the extent to which human resource management

policy exploits the strengths of employees, encourages people's engagement, motivat ion,

development and retention in the structure.

4. Partnerships and resources - The evaluation focuses on the extent to which the

management of the material resources and the expertise of partners and employees, is transparent,

adequate and in line with the objectives and the external environment.

5. Processes - The evaluation focuses on the effectiveness and efficiency of managing the

production and dissemination of statistical information, whether innovation leads to an

improvement in the quality of statistical production and an increase in value for consumers.

6. Consumer driven results – The evaluation focuses on stakeholders' satisfaction with the

statistical products and services provided.

7. Results related to people - The evaluation focuses on what the administration has

achieved in terms of competence, motivation, satisfaction, attitudes and performance of its

employees.

8. Results related to social responsibility - The evaluation focuses on the contribution of the

administration to improving the quality of life, equal opportunities for employment, ethical

behavior, public involvement.

9. Key performance outcomes - the assessment focuses on the ability of the structural unit

to achieve key performance outcomes in the short and long term.

The rating of pillars according to maturity, in the context of the PDCA cycle, can be done

through a point system in the following way:

Criteria for evaluation of pillars 1 - 5 Criteria for evaluation of pillars 6-9 score

No activity in the area No measured results or information 0

Under planning Negative results or unmet goals 1 - 3

In progress Static results or partially achieved goals 4 - 6

Under review

Improved results or more goals are

achieved 7 - 9

Undergoing correction Significant results or all goals have been achieved 10 - 12

Established continuous process of

continuous improvement

Excellent and sustainable results or all goals

are achieved 13 - 15

Fig. 6. Radar chart the progress of the risks by pillar

Similarly, risk exposures are used if the risks are divided into groups such as strategic risks,

operational risks, management risks, technological risks, reputational risks, security risks, financ ia l

and legal / regulatory risks. In this respect, the work of the NSI structures will not be difficult

because the entire administration has a well-functioning system of financial management and

control under the Law of financial management and control in the public sector. Risk registries are

prepared annually by the heads of directorates and RSOs under the direction of the “Internal Audit”

unit in the headquarters of NSI.

The charts of risk analysis and risk progression can be extremely valuable in Agile

management of the statistical organization in two ways:

Firstly, they force the team to think about the risks and minimize them, because through

these approaches, the risks acquire specific content, title and other dimensions, and the progress in

the work for their mitigation is measurable and visualized.

Secondly, they create prerequisites for the transparency of the production process of

statistical products. Stakeholders can be informed about how to manage the risks in the

organization and how they themselves can help mitigate these risks, especially when the cause of

the risk is related to them.

At first glance, Agile management appears to be a "silver bullet" for risk, and with its

simultaneous application to the statistical business process, along with the standard risk

management procedure, there are some critical points:

1. Under Agile management, the risk management procedures seem unnecessary. The

reason for this is that Agile management promotes credibility and empowerment of teams, allowing

for regular prioritization of activities and constant attention to the flow of activities. On the other

hand, traditional risk management is aimed at preventing potential problems rather than

concentrating on current tasks. Moreover, traditional risk management procedures require several

levels of reporting, which is at odds with the organization of Agile processes, but gives it a rather

informative character. However, the planning of NSI statistical surveys is carried out annually

through the National Statistical Program, which requires that risks across the risk horizon be

considered, taking into account cumulative risk and corporate risk history. In Agile management,

in each sprint retrospective, there may be a reassessment of risk exposure in the risk register through

a simpler procedure. The decisions taken about further actions to mitigate the risk can be

implemented in subsequent sprints. Risk reporting will be according to the periodicity laid down

in the risk management strategy of the organization.

2. In the sense of the traditional risk management concept, Agile management is a weak

basis for assurance. Indeed, it focuses on the implementation of operations at an operational level

with shorter time horizons and the empowerment of decision-making teams, which gives rise to

uncertainty in the higher management levels as regards the implementation of the strategic

objectives. An NSI faces many risks in the contemporary world - related to maintaining data

security, with the ability to keep pace with rapid changes in technology and society demands or

with public finance constraints. At the territorial level, we can not afford to overlook risks. In

addition, there are circumstances surrounding the internal operating environment on which our

success depends - the professional competencies of the employees, the quality of our statistica l

outputs and the vulnerability of our systems and processes. However, the annual objectives of the

organization reflect, in the short term, the operational objectives stemming from the NSI's strategic

objectives, and there is no logical justification that requires the consideration of operational risks

separate to strategic ones.

3. Short-term planning in the statistical production process makes sense of long-term risk

management plans. Each public organization must be able to report on the use of public funds, the

strategic direction of the organization, and how it will affect society. Traditional risk management,

on the other hand, is perceived as too time-focused. The nature of Agile management means

focusing on partial progress and quality assurance, which may sometimes be in contradiction with

hard deadlines. Traditional risk management considers risks as a negative thing that needs to be

minimized or eliminated, while Agile management views risks as opportunities for product

improvement through adaptation and transformation. So there is no reason to oppose the two risk

approaches if risk management is seen as a useful decision-making and confidence-building tool

rather than a hindrance to success.

Internal Audit in Agile Governance - Annoying detail or reason for confidence?

Internal control has existed since ancient times. In ancient Egypt, there was a dual

administration - a team of bureaucrats responsible for tax collection, and another with oversight

over them. Internal control is defined as a process conducted by the management of the

organization and other employees with powers to provide reasonable assurance that the objectives

of the administration are attained while minimizing the likelihood of occurrence of adverse events.

By its nature, it is not a one-time event or circumstance, but a series of actions that encompass, and

is built into the activities of the organization. It functions through a series of internal controls that

are embedded in the processes in the organization.

Here, I will not address the compliance of the national legal and regulatory framework of

internal auditing in the public sector as this is within the competence of certified experts. My idea

is to prove how the internal audit could support processes in Agile management and Scrum practice

in terms of quality requirements of the statistical production process.

It is a fact that ISO 9001 certified organizations have to carry out internal audits of the entire

quality management system at planned intervals. The aim is to establish the degree of compliance

of the system with the requirements of the standard and the effectiveness of the quality management

processes in the organization. However, in the context of Agile management, the internal audit

faces some challenges. Although it does not add value to statistical products, an effective interna l

audit is a means of constantly improving and reassuring teams and their Scrum Masters. The

recommendations of the internal audit should not be construed as a bad score for team work or poor

execution by the responsible official. Rather, they should be understood as a glimpse of their work

from a different perspective. This provides an opportunity to improve the organisation and working

methods.

Given the peculiarities of Scrum practice and the statistical production process, some

recommendations can be defined to perform an audit of the performance of Agile management

processes:

The audit should be as unobtrusive as possible;

The audit should not end only with the creation of documents for use by the auditor

only;

The Product Backlog can serve as the basis for the audit;

The auditor is only an observer during the sprints;

The auditor should have access to all implementation facts, be admitted to daily

meetings, Sprint Planning meetings, and Sprint Review meetings and Sprint Retrospective

meetings;

The auditor does not need to schedule formal audit meetings with team members, but

may seek clarification from the Scrum Master or Product Owner;

Findings in the audit report may go beyond the original checklist if improvement

proposals are tied to other activities;

The audit report is submitted to the Scrum team immediately after the retrospective

meeting;

Recommendations are addressed in forthcoming sprints and their implementation is

subject to audit by the auditor.

The auditor in an organization operating under Agile management, and must also be flexib le

in terms of the distribution of audit activities over time, as changes occur quickly. It is not necessary

to be an expert on the technical part of the implementation of a statistical survey or project. It is

enough to understand the process and tools for managing it, to be aware of current problems and

to anticipate potential future problems in risk management. Therefore, in order to gain the trust of

the heads of structural units under Agile management, the internal audit should focus on those

things that really matter to the structure. This usually means checking the critical projects underway

and the impact of the results on the stakeholders rather than just focusing on the analysis of the

elements of financial management and control: control environment, risk management, control

activities, information and communication, monitoring.

The internal audit can add value to the statistical product by providing recommendations

and providing feedback for risk monitoring. Risk management recommendations and procedures

in the context of quality management in the NSI's territorial structures can also be used in similar

projects in the future. I have presented the idea of creating the so-called "Internal Statistical Audit"

in another paper7, considering the possibility of developing a quality framework for statistica l

production in RSOs, following the example of the Data Quality Assessment Framework (DQAF)

developed by the Department of Statistics of the International Monetary Fund. The symbios is

between the public sector internal audit rules and such a statistical quality audit in territoria l

structures may be a new perspective on risk management in the institution.

Is there a way to be both "waterfall" and Agile?

Getting off the well-trampled path, made by the footsteps of others before you, to go

through the field of opportunities, and be the trailblazer - For this you have to have not only courage

but also other qualities. When the team, that you have been counting on so far and that you are

going to have to rely on, is following you on the path to the new horizon, you have to have a

thoughtful, reasonable and coordinated plan before you go beyond the riverbed of routine.

As a team leader in a territorial structure of the NSI, I know that planning under the

management "waterfall" makes sense only when all team members understand the mechanism of

integrating the individual elements of a project. For example, detailed records of processes and

activities will reduce the likelihood of increased staff turnover negatively affecting the end result.

At the same time there are activities that are usually bound by deadlines and follow a relative ly

linear path of implementation. Therefore, there is no way to completely throw out the current style

of governance and replace it with an entirely new one. This is supported by the fact that the directors

of RSOs are secondary budget spenders. In the NSI there is a legal hierarchical subdivision of the

positions and the activity of all the structures is implemented according to a number of national

and European regulatory and normative frameworks. A compromise is the possibility of a

management framework that combines the power of the "waterfall" and the agility of Agile

management. In practice, such a management model is called a hybrid. In order to answer the

question of why hybrid production is the most appropriate method of statistical production, we

need to take into account the advantages and disadvantages of Agile and traditional management.

7 "Concept for the Development of Territorial Statistical Bureaus under the New Organizational Structure of the

National Statistical Institute", magazine."Statistics" 1/2016

Agile management Traditional management

Advantages Participation of stakeholders in the process

Even late changes to the requirements can easily be

reflected

Continuous improvement of both products and processes

Simple and easy to understand and use model;

Each phase ends with specific results that need to be validated

The documentation and artifacts are duly applied

It is suitable for projects where

the requirements are well understood

Disadvantages Lack of long-term planning

and documentation

Difficulties in forming the team

Not suitable for projects where

the requirements are dynamic

Removing omissions and errors poses a risk as they are discovered at

a later stage

The hybrid model combines working approaches from both models in such a way as to

eliminate (or at least minimize) their disadvantages and to derive maximum benefit from the

benefits they give. In statistical production, traditional management is most appropriate in the

following phases of the GMSPP of the NSI: 1 - "Identifying information needs", 2 - "Design", 3 -

"Building the Tools for Conducting the Study" and 7 - "Dissemination". In the Phase 4 - "Data

Collection", 5 - "Data Processing" and 6 - "Analysis", you can use the Agile management

techniques (Product Backlog, Sprint, Sprint Review, Sprint Retrospective, successive iterations

and increments of potentially eligible product functionality). Phase 8 - "Evaluation" includes the

assessment of specific cases in the statistical production process. It is done at the end of the process

but is based on incoming information collected through the different phases8 and is therefore a

check of the final result of the symbiosis of the two approaches to managing production processes

in the NSI.

Obstacles to accepting Agile management as a way of working in the RSO production

process can be:

1. Improper resource management. In a "waterfall" management model, when a task needs

to be completed in a shorter period, it is assumed by default that the budget should be increased to

use additional resources for that purpose. The following paradox is observed in the production of

statistical information: at the end of a statistical survey, more human resources are mobilized than

at the beginning, to perform various activities related to the logical control, verification and

validation of the data. In order to remove this paradox, let's look at the concept of "human resource"

8 General model of the statistical production process at the National Statistical Institute, 2016.

in the statistical system. The main tools of human resources used in the production of statistica l

information are intangible: knowledge, skills, professional competences, delegated rights, interna l

communication, communication with respondents and costumers. In Scrum, they are maximized

by creating conditions for team sharing through strong collaboration to build products in line with

stakeholders' goals and requirements. So, in my view, it is naive to think of human beings as

resources. Mechanically adding people to the team will not reliably increase these intangib le

resources .While properly selected people with a strong professional capacity in teamwork would

build it up and some of them could even be redirected to another team for another task to make the

most of their resources. The opposite option is possible - when a need is found, a new member can

be included in the team, but only if he/she is the holder of the non-material resource needed for the

task.

2. Formation of teams according to functional specialization. The team in the Scrum

approach is a cross-functional group, which aims at the creation of a series of intermediate products

whose characteristics are altered in stages until reaching the final product. If the hybrid model of

work is chosen, then there may be a division into functionalities for those phases of the GMSPP,

for which the traditional approach is more appropriate. But the part of the overall statistical business

process to which the Scrum approach will apply, requires a combination of activities to develop a

statistical product or service. This is because, in order for the end-result to be useful for future

purposes, or to meet the requirements of the stakeholders, it must go through a continuous cycle of

requirements analysis, logic control, integration and performance testing.

3. Formation of teams according to the organizational architecture of the administrat ion.

The approach of such teams will be effective if the tasks they perform are the same and predictable

over time. But in reality, priorities change and then previous assessments are outdated. So it is

difficult to get a set of the right people with universal abilities for a long time. Teams formed

beyond the limits of structural units are able to add value through effective ideas and actions

stemming not only from their own professional capacity but also from their autonomy,

responsibility and ownership of the outcome. As the NSI, as part of the state administration, has

strict hierarchical rules of conduct, another approach can be taken - heads of departments or sectors

may act as competent guardians to assist in the observance of the methodology for each

intermediate result at the different stages of implementation, in newly formed teams.

4. Unnecessary activities. Typically, in large administrations, the core duties of employees

are interweaved with a number of atypical functions. There are employees whose job descriptions

include both daily administrative duties and those directly related to the production of statistica l

information. This, however, leads to a limitation of their effectiveness. When the head of the

administration assigns tasks individually, he limits the ability of staff to mentor other employees

regarding critical skills. On the other hand, in the coincidence of leadership positions with the roles

of the product owner and mentor of the team, there is a risk of distraction, formal fulfillment of

only one of these obligations, and an inability to prioritize tasks.

5. Lack of commitment to transformation. The Scrum approach requires a Scrum Master as

a mentor of the Development Team. However, in order to fulfill these functions, support from

management is also required. When a team is formed, some of its members will bring with them

bad practices, untested skills and competencies. Overcoming these obstacles is primarily a task for

the Scrum Master. Excuses such as “too much to be done”, “we do not have sufficient resources”

and “very quickly changing requirements” are not good enough to avoid Agile practices. The

presence of the Scrum Master is aimed not only at monitoring the adherence to the Scrum

principles, but also in holding the team together. This interaction allows Agile practices and ideas

to be shared and real organizational challenges met.

Yet - is it so important to be Agile?

Having tried to detail the benefits of being flexible leaders and the possibility of being so

in a context of relative conservatism, I would like to finish this article not so boring. I borrowed

the term "director of a waterfall" from the song of a Bulgarian punk group9 emblematic for my

generation, whose text was written in 1988. And if the people of my generation formed themselves

as individuals, trying to tame their desire to break the status quo and obey the public norms, the Y

generation that comes to the free positions on the labor market has grown into times of rapid

change, and a lack of resilient authorities underpins its pyramid of self-assurance needs. It is not

tolerant of prejudices and stereotypes, prefers to work in small teams, finds information easily,

seeks quick results, motivated by successes.

And ultimately, in order to cope with the new reality in which it is supposed to carry out its

operational activities and to be as flexible and adaptable as possible, the modern statistica l

institution will have to focus on transforming the overall management philosophy and reorganizing

the statistical business process. This is complemented by the fact that consumers' requirements

towards statistical products and services are becoming more and more complex and the institut ion

is facing more and more frequent changes in the regulation of statistical and administrative activity.

Salvation from the collision of values lies in the symbiosis between traditions and the new

creativity encoded in the younger generation. In my opinion, it will help the statistical institut ion

to skip the barriers it poses because of the experience it has.

9 „Director of a waterfall” is a song of the Bulgarian punk/awake band 'Review', written in 1988 - one year before the

end of the totalitarian regime in Bulgaria. It is one of the most prominent songs of the people from generation X

/born in the period between the 60s and the 80s of the 20th century/ in Bulgaria.

Terms from Scrum practice and their meaning

Development Team - a multifunctional group of people responsible for self-management

and the delivery of a potentially expeditious product increment.

Increment - the increment is the sum of all elements of the product backlog completed

during a sprint and the increment value of all previous sprints. At the end of the sprint, the new

increment must be completed in a state of use.

Scrum Master - the person responsible for the Scrum process, its proper application and

the maximization of its benefit.

Sprint Planning - a meeting that launches each sprint.

Product Backlog - a priority list of activities with timelines for completing a product's

functionality.

Sprint Review - a meeting at the end of each sprint where the team and the Product Owner

familiarize stakeholders with the finished product functionalities.

Product Owner - the person responsible for managing the Product Backlog in such a way

as to maximize the value of the product is all persons interested in the project and / or the resulting

product.

Sprint Retrospective - a meeting, led by Scrum Master, during which the entire team

discusses the just-completed sprint and decides what it can change to make the next sprint more

productive.

Sprint - iteration or repetitive cycle of such operation, the output of which stands increment

of product.

Sprint Backlog - a list of the products for the given sprint, consisting of smaller and more

detailed tasks, which is formed when planning the sprint and can change during the execution

process.

CITED LITERATURE:

Alan, M. (2015). Managing Agile - Strategy, Implementation, Organisation and People.

Hart, J., Senn Delaney CEO (2015). Discussion about creating an agile organizational culture.

Larman, C., B. Vodde (2008). Scaling Lean&Agile Development: Thinking and Organizationa l

Tools for Large-Scale Scrum.

Stanleigh M. (2014). The Management Compass.

Vermijlen B. (2014). Agile Risk Management.