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Departmental structure within agile

Last post 04:22 pm June 4, 2015 by Ian Mitchell
3 replies
Stewart Ponsford
09:49 am June 2, 2015

Hi

I am part of a development team that adopted agile just over a year ago and we are finding our way. I am a team leader of 4 developers within the overall dev team of 12.

We have two scrum teams running with members from the dev team.

We are looking at whether our exisiting line manager setup is ot dated with agile and whether there is a better way.

Agile doesn't cater for disciplinary or performance reviews so you need someone to do all that.

I was wondering if anyone had experience to advise here.

Cheers
Stew

Ian Mitchell
04:03 pm June 2, 2015

What disciplinary or performance problems are the teams facing? Are they unable to resolve these issues for themselves, or are they simply unempowered to do so?

Why is there a perceived need to hold one person (such as a line manager) accountable for mitigating these problems?

Stewart Ponsford
03:54 am June 3, 2015

Hi We aren't necessarily facing problems although there have been times. The company is not a software house, there are 500 staff of which we are 12.

Every employee traditionally has a line manager who manages performance reviews, disciplinary procedures , approves holidays etc.

Performance reviews are compulsory they are part of our HR process.

I am just curious to know how other people approach this either from the point of view of starting a software department as agile from the beginning or transitioning as we are.

Ian Mitchell
04:22 pm June 4, 2015

The approach in either case is to promote self-management in teams. For organizations in transition this can mean significant change, including a move away from traditional roles and reporting lines.

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