If your organization has adopted an agile methodology and you're frustrated by failure, it's time for a long, hard look in the mirror: Perhaps the problem isn't agile. The problem is your management style. How can you help teams succeed? First, you have to get out of their way, says Selena Delesie, founder and principal at Delesie Solutions, an agile coaching, consulting and training firm, in a workshop held at Agile Alliance 2015 last week in Washington, D.C.
For many managers, agile is a new, radical style of leadership. Instead of command-and-control, agile focuses on team collaboration, independence and autonomy. It's an entirely different mindset for many organizations, especially large, established enterprises, and the managers within. Helping your team succeed means letting go of almost everything you think you know about management and trusting your team to handle that from within.
That means, first and foremost, educating yourself as a manager on the motivations behind agile, its benefits to teams, to the practice and craft of software development and its value to the overall business. Agile Alliance, for instance, is a nonprofit dedicated to evangelizing for the methodology; it offers a ton of great resources and information about the methodology on its website.
There are some common reasons why agile fails, and many can be addressed at the manager level. When organizations jump on this bandwagon without fully understanding the type of holistic, comprehensive transformation that has to occur, it can completely undermine what they're trying to accomplish by switching to an agile methodology.
"The organizations who are trying to 'do agile' instead of 'be agile' are going to fail at it. If they're focused on processes instead of people, control over creativity, tracking versus trust - that's never going to work," says Delesie.
So, what can you do as a manager to nurture your agile teams? Delesie offered some basics for management that can help agile teams flourish, starting with relationship- and trust-building.
As a manager, you're the liaison between senior management and your teams, Delesie says. It's important to develop mutually beneficial relationships both ways - upstream and downstream. "Each side has needs that need to be met if the relationship is to flourish. You can't ignore them; you should try to make a personal connection with each stakeholder so that each side feels heard, respected and taken care of," she says.
Honesty about deadlines, obstacles and constraints is key in both directions to build trust: from your team that you will advocate on their behalf to management and from management that you're doing your best to work your teams effectively and efficiently.
Sign up for CIO Asia eNewsletters.