Transition to Agile
Hi All,
I guess this is quite a big question but any replies would be great.
If you are employed as a new SM to coach and implement Agile Scrum within an Agile novice organisation then what would be a preferrable company to be a part of. I hear stories about orgs wanting to become Agile but the buy-in is limited at senior management level and it falls upon the SM to persuade decision makeers to adopt it.
I appreaciate that good senior managers when trying to implement change do not act dictatorial and attempt to gradually ease the company in. Happy smiley faces and all that. I also understand that the same managers would like evidence of the benefits of Scrum when you first start.
However if this lacks clear direction then employees may see this as just another option that they could reject and carry on current behaviours.
Surely the best approach is to have a company that sees the benefit of a gradual implementation but also makes clear that the basic elements of Agile Scrum must be adhered to. As opposed to constantly trying to find techniques that prove the value of Scrum.
After all a Scrum Master does not have authority over the team but does own the process so by default if they ask the team to do this or that then the team should do so (with the knowledge that it can be challenged at a later date).
There can certainly by buy-in challenges, and at different levels within an organization. This is a simplification and generalization, but hopefully a good discussion starting point.
If the rewards of agile software development and the Scrum framework are properly taught, a lot of technologists (developers, testers, designers, etc.) will become interested and invested quickly. Many can see the benefits of working collaboratively, being able to focus on work toward short term goals, and being empowered to manage their own work. Some of them may be more comfortable working alone in a silo and may not be interested. Agile software development can create benefits when properly embraced and continuous improvement is executed at this level.
With lower level management the results are often more mixed from classical, command-and-control types being fearfully opposed to open-minded, value driven types being hopefully supportive. Some will see the benefits of less time directing the teams and increased employee satisfaction. Others will feel powerless and not understand what their role needs to become. If this layer can embrace the philosophy by becoming a servant leader to those below and maintaining a protective shell from those above, benefits can be reaped.
Higher level directors and executives are usually on-board or not based on the ignorance of what they know about these buzzwords. Some will see the alignment with customer first messages they promote. Some will not care as long as work continues to be delivered. Some will continue attempting to control processes from the top. If there is active support from this level, cultural and necessary organizational changes can be made to foster a strong operation.
Alistair Cockburn has some interesting stories about changing organization culture to support the agile software development philosophy: https://youtu.be/150OSyFUU_w?t=54m34s
I'd love to find that company that actually knows, supports, and is constantly improving their agile software development mindset and practices.