August 31, 2016 at 7:16 pm #28309
I’ve heard this refrain a lot. Much of the problem is that Agile is set up to work at the team (the Agile Manifesto’s focus is team-centric – see Agile Manifesto, Incredible Success and Time to Move On.
Although we’ve seen this a lot and know what to do about it, we don’t have any particular webinar/blog directed to it. However, I thought I’d list some information that would be useful for anyone in this situation:
- Agile Managers Need to Get Into the Loop
- Why You Need Lean Beyond a Team
- Not Doing SAFe? No Problem. Not Doing These? Big Problem.
The key to alignment and working beyond teams is driving from business value. We are producing a talk I gave at William and Mary – How to Do Large Scale Agile Transformation Without a Gun – that talks about this and our guardrails system. I’ll post when that is available.
September 2, 2016 at 3:23 pm #28333
- This topic was modified 10 months ago by James Trott.
Look at the root causes. Good at the team, not good above isn’t necessarily saying that there is a management problem. It is most likely more an organizational problem. Maybe companies should decide if they are first Lean before deciding to become Agile? Recognizing and dealing with the impediments up front would help smooth an Agile transition. But, that is nearly impossible for companies to have enough insight to do. So, instead, we try, learn, and improve. To me this is the only process that will get you there. But, do most companies have the attention span to make it happen? Were they sold that this would be the process when they started?September 2, 2016 at 6:48 pm #28334
Your comment ” Good at the team, not good above isn’t necessarily saying that there is a management problem. It is most likely more an organizational problem.” is a great insight.
Agile’s over focus on the team does not significantly provide insights on how to solve these organization problems. This is where Lean’s holistic approach which implies a driven from business value and self-organization within the context of the business is required. While admittedly this is a central part of our approach at Net Objectives your question and our offline conversations have made me realize there is no one place that brings all of these concepts together – will have to work on that 😉
What you say implies the need for one of two approaches:
1) get management bought in
2) have those who are bought in spend time on showing management why they need to be bought in by tracking the appropriate metrics that would do that
More coming 🙂
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