Command and control task level management is the norm in many organizations. In contrast, one of the key principles of Agile is around building projects around motivated individuals and trusting them to get the job done. Moving an organization to Agile can generate fear and uncertainty in the executives and management of organizations. That fear often manifests itself in an increase in the level of micro-management and the sense within teams that they aren't really trusted. These challenges can derail an Agile transformation.
This talk explores three key techniques for positioning teams and the transition as trustworthy, thereby earning the trust of the organization and gaining support from the PMO, managers, and executives to support, rather than derail, a transformation effort.
1. Tell executives what's in it for them:
- time to value, and
Show them how supporting the organizational design and management behaviors associated with Agile will increase their ability to achieve these goals. Big pictures, constant communications, and frequent interventions in conflict are required to deliver this. Use outcome-based metrics and show how executives expectations can help improve these outcomes.
2. Demonstrate engagement, progress, and control over the transformation efforts.
Use a competency model to present the number of teams engaged, the agile competency of the teams, and the progress of the teams in achieving agile competency. Use the competency approach to engage the management in specific approaches to improvement. Use this model to show the light at the end of the training, coaching, and transformation tunnel.
3. Use Lean tools like road-maps, Kanban boards and A3's to demonstrate specific efforts targeted at specific improvements aligned with improving the metrics and the level of engagement with the teams. This shows awareness of the needs of the organization and the intentional management of addressing these needs.
Dennis Stevens has been helping organizations solve the challenges associated with product development in larger, more complex enterprises for over 25 years – leading major projects and Agile transformations in many global enterprises. He helped bring Agile to PMI: serving on the steering committee of the PMI Agile Certified Practitioner, as past leader of the PMI Global Community of Practice, and is currently the Vice Chair on the Software Extension to the PMBOK. He has been published in Harvard Business Review on Business Value driven SOA and on an incremental approach to large scale Agile in a Cutter Consortium Executive Report.
Room 250 is located in the MPBC Education Building which can be accessed by walking up the brick paved walkway between the Sanctuary building and the Education Building.
Through the doors of the Education building on your left is an elevator. Go to the 2nd floor. Room 250 is immediately on your right.