Managing Process Facilitators

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are independently self-organizing and consistently improving.

Toyota has created an organization where the notion of "career path" is very different. It has an extremely flat management structure (since management is overhead). Therefore, there is very little space "up" the organization into which people can be promoted. Rather, people are rewarded based on how many jobs they can do well on the factory floor.

In an agile environment, the Process Facilitator has several aspects of expertise and skill to develop, and not all of these can be developed simultaneously:

    • Basic Agile Work administrative skills.
    • Obstacle removal.
    • Team dynamics and development.
    • Coaching individuals.
    • Organizational development.
    • Training groups and teams.
    • Promoting agile methods.
    • Strategic application of agile methods.

Reward your Process Facilitators as they take on and master each of these areas of skill and knowledge. A Process Facilitator is successful when he or she is able to help a team to become self-sufficient. The team has learned and perfected the basic Agile Work process. The team has gone through the stages of team development (forming, storming, norming and performing) and is now capable of self-directed self-improvement. The organization is no longer resisting the team's efforts to  self-organiz, but rather is fully supportive of these efforts. Once all this happens, the Process Facilitator is no longer necessary as a separate role. The person who has filled this role may then go on to become the Process Facilitator for another team or another part of your organization, or even be loaned out into your supply or customer chain in order to help make those relationships with your organization more effective.

Conclusion
Agile Work promotes and provokes evolution of the organization. As a manager you have an opportunity to guide and support this evolution. Process Facilitators are your agents supporting this evolutionary process that allows organizations to respond to a rapidly changing world.


About the Author
Mishkin Berteig is the co-founder of Berteig Inc. Mishkin leads, mentors, trains and coaches teams and organizations. Mishkin helps organizations become more effective by using methods such as Agile Work, Scrum, and Lean. Mishkin believes that these methods present a good balance between chaos and bureaucracy; they allow human creativity to flourish in the service of tangible goals.  Mishkin has served as a project manager, a senior consultant, a mentor, a methodology consultant, an instructor, a senior software architect and a team lead on various projects, mostly in the financial services industry, but also including education, healthcare, engineering, high-tech, oil and gas, and others. Mishkin has 15 years of professional experience. Mishkin publishes articles and thoughts about agile on Agile Advice - How and Why to Work Agile.

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