In my last article I shared some techniques for identifying and fixing problems that were getting in the way of your business agility. This is something every modern organisation needs to tackle if they want to remain competitive in our digital age.
So are you trying to scale Agile? Join everyone else. And of course, vendors are queuing up to help you do it. Going for the SAFe Scaled Agile Framework? Or perhaps you’re implementing the Spotify Model or Large Scale Scrum (LeSS). There are plenty to choose from.
Call me old fashioned - and many people do - but I'm a great believer in people. I tend to ignore roles, titles and rank and look for the person and what they can do. I'm a big Agile fan, but I am getting increasingly concerned about the fixed nature of roles that are developing and are being demanded for in scrum teams, and it all feels slightly un-agile-ish.
Traditional wisdom tells us that you have to create the right environment for learning. Leafy off-sites are favoured with the aim to get people ‘away from the office’ and free from distractions. But in the age of smartphones and digital collaboration, people are never away from work. Trainers struggle to keep their delegates focused. The only talking you hear in coffee breaks is the chatter of mobile phone conversations. Classes are only partially filled as they re-start. And as the day wears on, the yawns get longer and louder. For courses longer than a day there’s the additional problem of morning hangovers and post-breakfast energy crash!
So you’ve trained up the team in Agile practices, sent your programme managers and architects on a scaled agile boot-camp and you’re ready to deliver your largest Agile programme.
In our final part of this focus on Lean, we examine Lean Daily Management which has been described as the industrialisation of back office work, bringing approaches that are more usual in a factory to administrative tasks.