Many now recognize that organizational agility is critical to business success, but historical patterns of resistance still abound. Before you can change work processes, you should first tackle the traditional mindsets that can pose challenges to the transformation. Here are five traditional behaviors that impede agility, as well as some actions you can take to counter them by changing the corporate mindset.
In an agile world, team members are empowered to make important decisions within the context of the behavioral architecture, without having to ask permission from supervisors or managers. But these supervisors and managers are coming from a lifetime of learning how to succeed in a hierarchical world, so they will need to leave behind those ingrained lessons. In order for agile to be successful at scale, leaders will need to change.
Successful agile software development depends on a healthy product backlog. Too often, teams attempting to adopt an agile methodology for a project with a new product owner struggle in their transition due to a sparse product backlog.
In this interview, Jason Wick, senior manager at MakeMusic, discusses his STAREAST presentation about eight ways you could be making your one-on-one meetings completely useless. He discusses in depth what he feels is the number one way to ruin these meetings: holding back on feedback. He also offers advice on how you can educate your team leader to avoid the pitfalls that lead to ineffective one-on-ones.
In this interview, Bob Galen, principal agile coach at Vaco Agile, talks about the importance of getting rid of silos by breaking down the barriers of “them and us” and becoming “we.” He also discusses the need for agile managers to steer away from a tactical management view toward a more strategic leadership view. That means leading their teams by setting expectations and guidelines and being available to help if needed, but ultimately just trusting their teams to get the job done.
Adam Auerbach, VP of Quality Engineering at EPAM Systems, chats with TechWell Community Manager Owen Gotimer about how an inexperienced team can start its agile transformation, the value of stand-ups and retrospectives, and how to make remote teams feel more connected.
Chris Loder, automation architect at InGenius, talks about being a self-taught automation developer, why learning new skills is so important, and the synergy between manual testers, automation testers, and developers.
New agile teams often start projects after some brief training on the Agile Manifesto and agile frameworks. But without additional coaching, these teams will struggle to deliver continuous value to their clients. Teams should be coached on how to tackle unexpected Situations, use appropriate Tools, conduct agile Events, and adopt appropriate agile Practices—four agile STEPs.
Agile adoption has grown from a small number of agile teams within an organization to many agile teams, larger teams, and entire organizations themselves, bringing a new set of challenges and complexities. Regardless of the framework, some important factors play a major role in making large-scale agile adoption successful. Here are seven aspects you should consider when scaling agile across an organization.