Enticement for Agile Team and Metamorphosis of Managers

 

What does productivity mean to the team? What does sponsor want from a team? What happens to Leads and Managers? A ROLE PLAY by JP and Naveen

The topic assumes that the organization is medium or large sized (about 2K+ employees) and has recently migrated or is in the process of transitioning to Agile methodologies. Further, stakeholders are aligned to the idea and they are wholly in understanding of what and why they want to go (gone) Agile.

Do you see a scenario in the corridor where a Manager is talking to another Manager – “What happens to us in future? Where do we go? Are we required in this organization? Agile is killing us.”

Do you see Leads (by designation) saying to his Manager “Hey my career was set to take off – I was to become a Senior Lead, and a Manager in 4 years. Agile has made me an average team member and stalled my growth.”

What about a team member to another saying “Man, there is no point in increasing the velocity – that becomes a bench mark for us and we need to sprint at that pace for the rest of our lives! I also had lot of time for myself in chunks when other functional group was slogging and I could read a book, attend a training, catch-up with my friends, blah, blah, blah. Let us add substantial buffer in estimates to have a comfortable life and commit on minimal ideal hours. Let us rock as a team!!!!”

Or a Manager talking to HR “I’m unable to hit the bell curve as an entire team is involved in successful delivery of the project” and HR saying “Sorry, but you are violating global HR policy by not doing so – there ought to be a superior performer and a poor performer.”

You may hear a team member saying “I was headed to becoming a super DBA and now you are asking me to pick testing tasks, web development task, etc. If I don’t spend 100% of my time in my domain, I will be termed as jack of all trades and master of none. This is not aligning with my career development plans.”

A VP saying to another “Not sure if Agile has increased our productivity, how do I know it is productive? I understand teams are empowered and self-organizing, but are they self-productive? And what is this fuss about Managers’ not happy with “no-role”. Nothing should change for them.”

 

A workshop where JP and Naveen play various characters to address these challenges in an Indian office context. Welcome to an enthralling way of presenting the core human challenges in Agile adoption and implementation.

 
 

Outline/Structure of the Workshop

Introduction and presentation of the problem statement - 5 min

Enact each of the human scenarios and subsequent solutions or startegies to address them - 10 min each * 6 scenarios

Open house for discussing couple of other role play scenarios audience wants to present and needs addressing - 20 min

Closure and thank you note - 5 min

Learning Outcome

Understand the role changes, environment changes, thinking and behavioural changes around you in an organization. How do we plan for it, what do we do, how do we transofrm the organization to make these change adoption a pleasant experience at a human level? This workshop is an attempt to address these sensitive areas in an interactive, descriptive, narrative way and enacted through role play. 

Target Audience

Agile Coaches, Agile Team Members and Management

schedule Submitted 6 years ago

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