In this article, our authors Jon & Steve talk about agile culture and agile implementation methodology, as well as why is it important for the organization.
Looks So Simple
Our last post provided an overview of Agile, specifically Scrum. The mechanics of the application are elementary. That is the point, agile strips away process overhead, opting for an adaptive and, ideally, a focus on what is required for the effort’s success. We rely upon those close to the matter, those skilled in the art, to work sustainably to produce the organization’s objective.
Mechanics versus Culture
In any organization or work environment, the mechanics are only as good as the organization’s culture.
The best results come from the appropriate amalgam of these. This is true for any approach to the work.
Our organization may have a code of conduct for our team members to set expectations.
Organizations do this to set the work environment to provide the most benefit to the organization –productivity. Team members at odds with one another are not focused on the organization’s objectives.
Our organization may have a set of processes and work instructions. We will write more on process and agile in a future article. However, for this piece, processes are to ensure:
• Repeatability
• Spread of learning
• Build upon learning
• Reduce the organization’s risk
• Facilitate planning
Theory X and Theory Y
Douglas McGregor was a social psychologist in the 1960s. We can distill Douglas McGregor’s thoughts into two disparate ideas or management styles.
Theory X is a management style that applies when a manager believes workers, or our project team members, do not honestly want to work. The manager believes the employee dislikes work. They believe our team members are unmotivated by work, and the only way to get them to apply effort is under duress. Our team members must be directed and controlled.
Theory Y is a management style that applies when a manager has an optimistic perspective of team members; this is in direct opposition to Theory X. The manager believes that the team members are happy to come to work and very motivated. The manager willingly involves the team in determining objectives and making decisions. Our team members are self-motivated and will promptly address emergent events.
Congruence
I promise you there is a reason for bringing this up.
A project manager that believes Theory X will behave in a manner that is congruent with that belief. The manager will push and act distrustfully toward the project team members. This may not lead to success, I think it will not but not knowing the full range of project objectives and team members, who knows?
The prerequisites for successful agile implementation will require an organizational culture and the scrum master (see our introduction article) to behave in ways congruent with the project’s operation. Agile puts decisions into the hands of those closest to the effort.
I’m sure that many of you project managers out there have been put in positions to undertake a project with a delivery date set by those in the organization’s hierarchy that have little to no idea of what is required to meet the objectives.
The organization’s culture must align with our approach to work. The company marketing persona or mantra might be that we deliver quality products. Then that same executive staff might pressure those doing the work to cut corners.
Which one of these is true?
This brings us back to we should walk the talk. Agile requires the organization recognize those doing the work know the best way to do that work. Scrum and agile in general, are sustainable approaches to the work.
Those heroic efforts working many hours over long periods to make the project happen in time, are not part of the effort. If your organization does not recognize this or already acts in this way, you are not really adopting an agile approach.
To help we link to the Agile Manifesto and the Principles behind the Agile Manifesto.
Conclusion
We have written a book with our brother, Shawn P Quigley, on ideas for creating a team environment conducive to team building and learning and, ultimately, the organization’s development. Setting the project operating environment well, we have individual and team learning and a natural and sustainable continuous improvement organization via the project work.
An agile approach to the work ensures time is taken for individual and team learning. No matter the approach to project management, agile or tailored conventional approaches, accounting for the time our team can learn is essential if we want our company to be viable in the long term, as well as maintain or improve the motivation of the team members.