10 True Commitments Agile Teams Need from Management

A team can’t “become agile” in a vacuum. The “contract” that management and the surrounding organization makes with the team needs to become agile as well in order for the team to be effective. There are 10 commitments that a team's management/stakeholders frequently fail to support fully , even now that agile approaches have arguably become predominant in software development. This presentation enumerates those 10 commitments, and contrasts them with the cheats that organizations typically try to substitute in place of true commitment.

 
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Outline/structure of the Session

A walk through the 10 commitments and their corresponding cheats, allowing a little time for the audience to offer supporting anecdotes, suggestions for additional commitments, or counterpoints. The commitments are:

  1. Scrum Master/Coach
  2. Product Owner
  3. Value prioritization/increment clarity
  4. Scope and/or schedule flexibility
  5. Development environments
  6. Cross-functional team/autonomy
  7. Consistent organizational behavior
  8. Common team space
  9. Team stability
  10. Focus

Learning Outcome

Managers and business stakeholders will learn that achieving the potential benefits of an agile approach are not entirely the responsibility of the development team, and will learn what they and the larger organization must provide the team in order to fully realize those benefits. Team leads and Scrum Masters will learn or be reinforced in their determination to advocate (to management and stakeholders) for teams trying to practice an agile approach effectively.

Target Audience

Executives , managers, and business stakeholders of would-be agile teams; agile team leads and Scrum Masters.

schedule Submitted 10 months ago

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