The Goal Is Not Agile

You hear about and read about agile transformations, like this article about ANZ

“We need to break with some of the traditional 20th century approaches to organising and working to ensure we are more responsive to 21st century customer expectations.

“Moving to implement the agile approach at scale in our business is an important evolution in how we run ANZ which will allow us to respond much more quickly to customer needs, create higher staff engagement and make further improvements in efficiency” – ANZ CEO, Shayne Elliott

But what does agile transformation really mean? From the article, the goal of ANZ’s agile transformation is to specifically target customers which is a hopeful sign. If we look at the agile principles we see customer focus is essential:

  • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
  • Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
  • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

ANZ seems to be looking to improve employee engagement. This can be achieved by recognizing the agile team as equal business team members. They bring a different talent set to the table but they’ll be closer to the customer problem and potential solution than anyone else.

And lastly, ANZ describes their goal to be more efficient. This doesn’t just mean doubling output but doubling the value of each outcome.

ANZ has announced they will use agile as the tool to achieve the objectives. One can interpret from the article that the goal is not to be agile but to use an agile approach to improve and be better. Easy, right?

Although there are several aspects of an agile transformation, I’ll mainly look at it from the agile team’s perspective and how they can effectively change their working environment to embrace the agile culture.

Agile culture

Agile is a mindset or cultural phenomenon that is hard to quickly adopt when the culture is Hierarchical and Command & Control. The ANZ article says, “The transformation program will … shift to a less hierarchical organisation, relying on small, autonomous teams.” I’ve seen companies who take a different road in adopting agile practices to improve. They adopt agile without having a ‘agile transformation’, instead they test and experiment (see this blog post) with new ways of working and discover agile ways worked better than most. The common activity whether doing large-scale ‘agile transformation’ or using a gradual adoption is experimentation.

In the book, “Blue Ocean Strategy,” W. Chan Kim and Renee Mauborgne cite four hurdles a company will face trying to institute broad change:

  1. Cognitive – people must understand why the change in strategy and culture is needed
  2. Resources – changing an organization will require shifting resources
  3. Motivation – workers have to want to make the change
  4. Institutionalized politics – overcoming the way we do things around here

So where does agile fit into this picture? If your organization is doing waterfall or is rigidly hierarchical in nature or is Command & Control, all four hurdles will be a challenge. Agile as a tool won’t solve any of these challenges, in fact, it’s the opposite, these four hurdles will need to be overcome for agile to work best.

How agile transformation happens

Let’s assume for the moment that the organization is a typical C&C waterfall environment. Businesses can be successful with waterfall but that success can have limitations. These limitations primarily center around taking advantage of opportunities requiring speed and the ability to fine tune the product as you go through continuous customer engagement. When we choose to do agile it isn’t because we want agile, it is because we know the waterfall methodology we’re using won’t always work for us.

Why the need for change

Change can be driven for strategic or tactical reasons. The ANZ initiative seems strategic by drawing the customers and the business closer together. Another way agile finds its way into an organization is tactical, like when an important business opportunity comes along requiring very quick results with specific functionality and quality.

For either reason, agile and scrum may seemed the only way forward. There are rumors and anecdotal stories about how great scrum and agile are and for some businesses, the decision to try agile re-enforces one hard truth, “Necessity is the mother of invention” or simply:

Necessity drives innovation

The first hurdle in cultural change, Cognitive, is met: we understand the need to do something different to be more successful. In other words, can the waterfall business cite an instance where a new product is created and delivered in weeks, not months (or years)? With a win here, the business, will be competitively better positioned. The agile team, product, and the executives are convinced a change in strategies and culture are necessary but this understanding is not enough to cause change. Trialing any new idea or new practices is a good way to build confidence that a change will result in success.

Get the right people

For a trial project the business doesn’t engage all developers but only a select group. This trial project has a clear goal and a definite release date, neither can be changed. What can change is the scope (as long as the goal can still be met).

The Resources chosen for the first scrum team are special in their experience and talents. Although there are whole product teams that might be used for this new business opportunity, the business decides to build a new development team by cherry picking people from existing teams. The team might be hand-picked for a number of reasons which may include:

  • Years of experience – with experience comes confidence they’ll be successful.
  • People who are self-motivated – these are not people who sit around waiting to be told what to do.
  • People who are innovative – these people are known for their new ideas and abilities to think around problems.

Selecting people for the first agile initiative is often driven by technical expertise and their ability to solve problems. These people are asked to do something very different from their waterfall paradigm but they are more goal driven than most and change is less stressful to them. After a minimum amount of agile training, 45-minutes feels about right, they’re off.

The idea of shifting resources to get lean will happen without much thought. The initiative to be agile in this trial means traditional reporting lines are cut and the agile team reports directly to the agile sponsor.

The only real casualty will be middle managers who traditionally told the developers what they needed to do. With agile, we push this responsibility onto the team. But agile needs managers to clear away obstacles that slow down or prevent the teams from being successful. It’s only when managers can’t let go of their control over people that they become the obstacle.

Motivation for change

One ingredient used as a motivator is the challenge to be more successful. Using your business’s own track record might be the best evidence that change is required. It’s probably already clear that current processes and practices are not given to quick wins. A long decision chain slows things down. If the decision maker doesn’t like the choices available there could be lots of back and forth negotiations. All of this results in delays. What might not be clear is agile cannot change these circumstances. Agile is more mindset than physical and therefore it takes people to push for change. Agile becomes a guiding set of principles that you aspire to achieve. Arguably the most important of the agile principles after satisfying customers will be getting the development team and business in sync and working together as equals.

One very successful agile transformation I was involved in started with the business leaders meeting with the development team and restating the business problem not as leader-to-subordinate but peer-to-peer; the business has this problem and we need to work with you to solve it. We’re not intending to create an elite team but a team with strong mission understanding. This team wants to be successful and given the business or customer problem, business leaders are asking the team to solve these as best they can. In my experience, this will super-motivate the team to try new ways and explore new ideas. The best part is when the team completes the mission, they become the seeds in other newly formed agile teams. They’ll bring with them stories of both successful and failed adventures, but more importantly, they are the seeds to start institutional change.

Institutional change

“One of the things that limits our learning is our belief that we already know something.” ― L. David Marquet, Turn the Ship Around!: A True Story of Turning Followers into Leaders

Changing the way ‘things are done around here’ is hard. If being successful is a motivator for change then it’s clear that the business needs to understand what processes, practices, and decision paths are slowing us down. It’s likely that processes created for a specific reason have bloated or the original problem has itself changed or disappeared. One way to make this work is to drop everything, then analyse each process or practice to get the essential value of it. For example, if a previous practice had the chief architect review the detailed design once completed, you might change this to the team does the detailed design together with the chief architect. Or maybe an architect needs to be a member of the team. Either way can eliminate a hand-off and a potential delay. The point is to streamline existing processes to capture the essence and intended value, not necessarily throw them away. Of special note are those practices and requirements which are generally non-negotiable such as security, quality, and regulatory. Adopting agile doesn’t mean putting the company or customers at risk. Be cautious and review & streamline these with the right people.

There may also be processes that can be made part of the team’s definition of done (DoD) checklist. For example, we had a governance requirement for high-level designs to be reviewed by a ‘design steering committee’. We made updating the high-level design part of the DoD. We didn’t have a written process for this but did have a checklist that served the development team. High-level designs were decided upon during grooming with the chief architect. Once these were documented the chief architect worked with the steering committee, allowing the team to get on with the business of solving customer problems.

Changing institutionalized practices will be a challenge. Changing institutionalized management structures and practices can be impossible. Changing management often means changing the way human beings see themselves. If you’re the manager of a product team and the team is now empowered to make some decisions you once made, or owning practices you once controlled, you might feel a loss, even if you know:

  • Decisions are best made by people who have the knowledge to make that decision.
  • Keeping practices current, efficient, and relevant is best done by the people who use them the most.

By empowering the agile teams to make some decisions and giving teams the responsibility to continuously improve their work practices doesn’t mean managers are obsolete. Managers are critical in setting the boundaries from which the teams operate. Management are the enablers for the agile teams. It’s management’s responsibility in an agile world to ensure the agile teams understand the boundaries, what decisions they’re empowered to make, what processes and practices they own, and, most importantly, management ensures the agile team has the knowledge and support they’ll need to be successful.

Success is about being better, not being agile

My first scrum team was successful beyond all expectations. So successful in fact that the CEO asked afterwards, why aren’t we doing this “agile thing” with all our teams? With that comment from the CEO, comes the first truth about agile transformations: it’s not about agile, it’s about being better. I would wager most CEO’s are less concerned with how or what you do to be successful than they are about being successful. The article about ANZ says “implement the agile approach at scale” which can mean many things.

In my situation, what agile meant to the CEO and the rest of the business was a different approach that included:

  1. quick feedback loops to make decisions,
  2. high visibility of progress and setbacks,
  3. highly motivated teams,
  4. the agile team’s focus on business goals,
  5. the agile team’s continuous engagement with customers, and
  6. the teams desire to solve customer problems with the customer.

All these things made the teams better, made the business better, and made the customers happy. These agile things could not have happen at the scale it did without change.

Agile Team High Performance Communications

What is it that makes a development team successful? Is it their ability to accurately predict the delivery date?  Is it their ability to keep bug counts to a minimum? Or is it something else? Could it be how well the team communicates and works together?

Years ago the measure of a great development team wasn’t the team at all but the individual. This person would meet their schedule as shown on a Gantt chart and, maybe more importantly, did so without much intervention or guidance from their manager. They could make quick technical decisions and they knew the product and how it was used. These people were known then, as they still are today, as high performers. So Agile comes along and celebrates the Team, does this mean high performers are no longer wanted? Silly question, of course they’re still wanted. It’s really about definitions and what’s best for the business and for business growth.

The high performer of the past was always about the individual and less about the team. The appraisal systems in use then and for the most part still in place today, focuses on the individual’s performance. If the team results were less than stellar, the high performer was said to be held back by the other members of the team. Clearly it wasn’t the high performer’s fault the team sucked.

Now assume for the moment your business doesn’t wish to go Agile but wants to build teams made up entirely from high performers. This is exactly what Netflix has done (see the Harvard Business Review article, “How Netflix Reinvented HR“, for an eye opening insight on how this works). Now the kind of openness and honesty that Netflix has won’t work in all companies, especially if the company uses performance reviews as a weapon to elicit certain kinds of behaviors. So for those companies unable to go the Netflix route, Agile seems a good choice for company growth and building teams of high performers.

Agile is about teams and teams are made up of individuals. The high performer in the Agile sense is someone who helps make their team a high performing team. High performers in Agile are Servant Leaders, they serve the team first. They do this not by doing the work for those who need help, not by ignoring those who are weaker, not by telling the manager that this person is no good and needs to be trained elsewhere, but by showing the person a better way to work, by devoting time and energy to help those challenged, by working with management to train and build up the competencies of those in need. But how do these high performers learn the techniques and skills of helping, of being selfless, of being a servant leader? Enter the Scrummaster or Agile Project Manager.

The Scrummaster by virtue of training, study, reading, networking, and experience, is ideally suited to help those willing team members become great servant leaders. I say willing as some people will be pre-disposed to resist anything that distracts them from their first love, being developers. These people will need personal coaching to help them help themselves and grow their own servant leadership behaviors. The very first thing needed for any team to be successful is open and trusted communications. Below are 4 ways the Scrummaster can help build stronger communication links within the Agile team.

Team Communications

Most Scrummasters spend a considerable amount of time observing the team, how they behave toward one another, and how they communicate. Listed below are some of the behaviors I’ve observed and some suggestions on how to improve team communications. None of these are a one-off thing to do but will need to be repeated many times to change the team’s behavior. None of these are mandated but can easily be accepted by team member to varying degrees. Given time and patience, team members will build up toward being a high performing team.

  1. Development team members wearing headphones. This can be a bad situation as people are generally very courteous and often reluctant to disturb someone who’s wearing headphones. There’s no real good answer except to discourage, not necessarily eliminate, the behavior through team and one-on-one conversations. Some teams have set aside a “quiet hour” to solve this but this reaction can have a detrimental affect on open lines of communication and collaboration. Strike a balance where the team’s ability to collaborate and communicate are not stifled by someone wearing headphones. Make efforts to create tasks that easily allows pairing. Watch for the team member who appears to looking for help but doesn’t attempt to interact with headphone wearers.
  2. Team members who don’t stop working to listen. (This is about conversations within the team, not interruptions from outside the team.) Good face-to-face communications usually requires people to be face-to-face. The ability to make eye contact and observe facial expressions is important to help gauge emotion but it is also a sign of respect. When you stop and devote your full attention to someone while they talk, you are showing respect to them and the thing they’re talking about. I find that people are generally not aware of this behavior so I would suggest filming, with the team’s permission, how the team interacts during the day. When I’ve done filming in the past, people were very quick to see flaws in how they communicated and were able to make immediate and lasting changes.
  3. Team members who don’t know very much about each other. This may seem unnecessary to some but it’s really an essential ingredient for trust, empathy, and understanding. I was once helping out a Scrum team where there was constant fighting and bickering. This had a lot to do with people having their ideas and opinions ignored by everyone else. It mattered little that the person with the idea might be the subject matter expert because no one else knew that. I asked different team members what they knew of their fellow team members and it was shockingly little. One way to introduce people to one another is to do Journey Lines. I started a new project with several teams and we all did journey lines of our work careers to great success. People walked away saying they never knew or understood the depth of experiences some of their team mates had. I can’t emphasize enough the value of the Journey Line tool. It gets to the heart and soul of everyone on the team and once learned, you can’t go back. Below is an example Journey Line from Lyssa Adkins‘ book, “Coaching Agile Teams”.

    Source: “Coaching Agile Teams” by Lyssa Adkins
  4. Getting the team out of the office once a week. In my talk, “The Journey to Servant Leadership”, at Scrum Australia 2016, we encouraged people to do a team off-site once a week. Although our Scrum Australia talk was focused on transforming a manager into a servant leader, one important tool for getting the team members talking about decisions instead of the manager making decisions was this once a week meeting in a coffee shop. Part of the journey to servant leadership requires the team take on additional responsibilities and make more and more decisions. During these weeklies, the formality of the office hierarchy and structure disappeared and these team members spoke openly and honestly. The team members not only spoke about issues and problems they had in the office, they also talked openly about their families and weekend plans. But for the Scrummaster (or coach), this is a great opportunity to listen and observe how the team interacts and arrives at decisions. Back to the Servant Leader talk, my observation at the coffee shop was the team was unable to commit to a team decision even when it was overwhelmingly obvious they understood exactly what that decision should be. In talking to the team members later, the primary reason they didn’t make the decision was they feared backlash from the product manager. The decision involved fixing a problem the team had introduced in the previous sprint. The team needed to hear from the product manager that it was ok. This is all well and good in the Command & Control environment but is not the desired behavior in Agile. It wouldn’t fly at Netflix either. The team had to learn that collectively, they know more than the product manager and are better suited to made a quality decisions. The Scrummaster can use these off-site meetings to listen and understand team dynamics to spot areas for improvement. The team was having a conversation in the coffee shop they would normally not have in the office. Also, make sure the right people are there. If the team had the product manager in the coffee shop, the team decision would have been endorsed by the PM.

Summary

Building an Agile team of high performers starts with the individuals in the team. The Scrummaster can help build up their communication skills which is an important first step. Scrummasters will do and redo the above steps often as it will take time to get the team anticipating and understanding the wants and needs of everyone else on the team. This can take 3-6 months for most people in the teams to change although it could take longer.

Communications opens up many doors of opportunities not only for Agile teams but also for companies and company growth. A Forbes article, “Why Communication Is Today’s Most Important Skill“, author Greg Satell gives some historical background to great communicators. He also gives us some current examples of how business can flourish using communications.

The sooner people in your team and company are communicating, the sooner they can all be on the same page.

 

Environment for Better Agile Teams

One secret to a great Agile/Scrum team is the environment where they work and will spend a large portion of their daily life. This environment is made up of many things but arguably, the most important are communications, physical environment, and management support.

Communications

Communications is critical for the success of any team: waterfall, agile, military, or sports. Scott Amber has a great article, Communication on Agile Software Teams, which includes the graph below showing the effectiveness of various communication channels.

Face-to-face communication is essential to:

  • communicate bad news e.g. Honey, I don’t have any money
  • communicate sensitive information e.g. I lost all our money at the dog track. I know I said I’d stop gambling.
  • communicate anything that would benefit from eye contact, a reassuring nod, and other body language e.g. do you forgive me?

Phone or video communication is appropriate to:

  • come to a quick, clear understanding e.g. Honey, tell me again why you kicked me out
  • removing small bits of confusion e.g. I can come home when what freezes over?
  • make a personal introduction or ask a favour e.g. Mom, could you lend me some cash for food?

Email communication is appropriate to:

  • to share complex Information that does not require discussion e.g. From: Dewey, Cheatem & Howe, Attorneys at Law. Dear Sir, What follows is exactly why you lose the house, the BMW, and the dog… 
  • to confirm the details of a face-to-face or phone conversation e.g. Mom, as I said earlier, I don’t have any money for food
  • to pass on information without interrupting someone e.g. Dear Sir or Madam, I need a job. Will you hire me?

Communications and the scrum team

Communication behaviors to and within the Scrum team is probably the single most important team asset a Scrum Master can cultivate. Communications lays the groundwork for trust, team engagement, and team empowerment. It is no surprise that communications is one of the 12 Agile principles.

The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

Let’s break this down this principle into its components:

“most efficient and effective method of conveying information”. One big advantage for face-to-face communications is observing facial expressions and body language. This means that one can read the other’s body language to see if there’s understanding, discomfort, boredom, or something else. For example a product owner is discussing a user story, are the team members understanding the concepts or do they look confused or bored? Face-to-face communications gives a product owner an opportunity to show they care by asking probing questions of the team and actively listening to understand the team’s perspective.

“to and within a development team”. This means that outsiders as well as team members use face-to-face communications. The product owner uses face-to-face communications to demonstrate respect for the development team. This is accomplished through direct interactions and active listening to the team’s feedback. Face-to-face communications establishes shared experience that can enhance all future communications.

Management uses face-to-face communications to build trust, share their strategy, explain it clearly, and answer questions honestly. Face-to-face communications helps create camaraderie that is the basis of cooperation and success across the organization. This can make the development team feel valued and gives them a chance to contribute to organizational strategies.

Face-to-face communications gives both the product owner and managers a chance to confirm the team’s understanding of key issues, identify gaps and encourages ongoing feedback and engagement.

“is face-to-face conversation.” This means that you should not explore alternative methods of communications unless absolutely required. Bug tracking tools, paper documents, and email are not an acceptable alternatives to face-to-face communications. However, video or Skype call, or old fashion phone calls may be the best if face-to-face isn’t possible.

Encourage your team to speak to each other even when working. This allows others to overhear and can provide them an opportunity to contribute. I’ve observed most companies use IM tools, Slack being the predominate tool. The down side of these tools is dominate personalities can prevail and quieter people often times do not give their voice. Quieter people will often need prompting to get their thoughts, ideas, and opinions out and IM tools can fail in this regard. The team includes everyone and everyone should be encouraged to participate in important decisions the development team is making as they solve the customer’s and product owner’s problems.

And the very best way to conduct a face-to-face conversation is in front of a white-board (see physical environment below).

Physical environment

The physical environment and management support go hand in hand as the environment is usually provided by management. In the best environments I’ve seen, the Scrum team (development team, scrum master, and product owner) sit together to foster better communications, building a sense of team, and limiting outside distractions.

The value of a team space is the sense the team gets with ownership, which is not too far removed from a family’s first home ownership: it ours! This is a comfortable place for the Scrum team to live and work 8 hours a day. A place where daily scrutiny is (hopefully) absent. The first Scrum teams I helped form were given a cubical that could easily seat 6 with lots of room to spread out. There were partitions that gave a strong sense of privacy and a double-sided whiteboard on wheels was just at the entrance. I also ‘found’ some small round tables that fit nicely inside so the team had a place to huddle. I don’t remember anyone saying it was heaven but it was quite good. Management really wanted these teams to be Agile and even offered to redesign the team area if the team wanted.

InfoQ has additional reading on developing an ideal Agile work space in the article, “Designing Collaborative Spaces for Productivity“. It’s a little dated but you’ll get the intent for team space with a lot of ideas.

Co-located teams

The prime ingredient for the co-located team, other than a place to put their computers, is a big wall or whiteboard for the team the ‘think’ with. When I was setting up multiple Scrum teams I had purchased double sided whiteboards on wheels for each team (there wasn’t much wall space available for all teams). After a while some teams acquired two of these whiteboards. These boards were used as the Sprint Board, software designs, component designs, and system architecture designs. They also held the team’s metrics, customer names, business contact names, and most anything the team needed documented.

Another item that helped was a conference room for the team’s exclusive use. This made impromptu meetings possible when needed. This quiet space was very beneficial during customer interviews and user testing. It had a whiteboard, table & chairs, a computer and a phone. Nice private spot for the individual or teams use.

Another item was a dedicated test environment, configured as customers would. When I was at a product company, the Quality team set this up to mimic customer environments as close as possible. The Quality team created simulators and the development team made use of off the shelf simulation tools. All this allowed the team to better build in quality. For a digital product team, this would be a fully functional A/B testing site or staging area.

And finally, what development team is happy with their computers or workstations? Here the company went to great lengths to keep the development team up to date with the latest technology and software packages. However, as Scrum Master, I bought SSD drives and software for the team when they needed it and the company couldn’t act fast enough. I was usually reimbursed but not always.

Distributed teams

When you have team members or whole teams off site, the effort you put into communications will determine how well it goes. Here are some tips I gathered from Vodafone on their communications with off site teams.

  • Spend a minimum of 3 weeks with the full team, either at their site or have the team on your site – Vodafone does 3-6 weeks leaning toward the longer time
  • Communications order of precedence: Face to Face -> video (Skype, Google hangouts) -> voice -> text – Vodafone uses a 24/7 video feed to communicate with their off site teams
  • Set up a camera and microphone in each distributed team area so people can casually communicate anytime
  • Bring in an outsider to observe your communications so they can objectively rate it – listen for silences or no questions, these can indicate a communication problem
  • Take special note of when the off site team works, their time zone, their start time, end time, lunch time, break time(s) – have a big clock set to their time
  • Provide context, give the big picture of the business and the details of where a story/task fits – Macro & micro details are important
  • Understand the culture of the team – how they work and what they expect are very important – are they waiting for direction and decisions by you?
  • Stylize your communications to cater to the off site team’s culture – say thank you for small things and smile
  • Finally and most importantly, the off site team is not a partner, they are an extension of the local team – don’t get into the habit of us and them

When working with distributed teams in other countries, check out www.worldbusinessculture.com to gain some insights to their culture. For example in the Philippines, it’s extremely important to be aware of the sense of ‘face’ of every member of a group because an insult to one could be construed as an insult to all.

Management support

From the Agile principles:

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

The Scrum Guide doesn’t list any roles for managers but this doesn’t mean there isn’t a strong management presence and influence. The Scrum team and product owner are the link between the product and customers/users. Product managers and line managers are the link between the Scrum team and the company. Without the company there is no product and without a product, there is no company.

Hire the right team members

Management starts by hiring people who will eventually become members of the Scrum teams. A while ago I asked Gary Swart, then CEO of oDesk, how he hired team members. His answer was attitude mattered more than their skills. Heresy you say, how will the work get without all the heroes? Managers like their heroes, those super productive people with whom they can count on in a pinch. Of course the heroes don’t go away but, as Ilan Goldstein, managing Director of AxisAgile, has written about Scrum team members:

We prefer Attitude over Aptitude
That is, while there is value in aptitude, we value the right attitude more.

Gary Swart used three attributes when hiring a new team member, in order of importance, are:

  1. Motivation – is the applicant driven to succeed in their chosen field?
  2. Personality – will the applicant work well with the culture and the people there i.e. brilliant jerks may not make it in
  3. Skills – do they possess the basic skills necessary to do the job and are they eager and willing to learn more, even outside their specialty?

Getting the right people is important and this responsibility usually falls on management.

Support the team

My early experiences in software development was in the defense industry. We had a matrix organization where, as project manager, I would need to speak to several managers each day on progress and other statuses. These managers were well within their rights to tell me or the team what to do or which tasks to work next. This was a waterfall environment and all dates, capabilities, and deliveries were agreed to when the contracts were signed. The managers’ responsibility and accountability was to get the project in on time, within cost, and with the contracted scope. It all worked but did take its toll on people. This relationship has changed with the introduction of Agile but maybe not as much as you might think.

Managers in an Agile environment are thought to possess qualities of a Servant Leader. Today’s manager serves the team, helps the team manager their project and project tasks. Today’s manager supports the team by helping the team find their own successes. And in the process, the manager becomes more successful. The goals of management in an Agile environment is to deliver high value software to the customers as quick as possible. They do this by empowering one or more Scrum team to determine which features are of the greatest value to customers and allowing the teams to implement & deliver these features in their own way.

Summary

Setting up and maintaining the optimal team environment is hard and requires effort by both the teams and management. If you do nothing else, strive to perfect communications between the business and teams and within the teams. This open communications will pay off with not only having people knowing what they need to know to be successful but allows for the possibilities of new ideas and innovative solutions.

When setting up team spaces, if possible, involve the teams in the layout decisions. Most companies will probably run with an existing office layout but a whiteboard wall to divide up team homes is relatively cheap and is remarkably useful in achieving greater productivity. By any and every means possible, give each Scrum team ample wall or whiteboard space to help productivity.

And none of the above can happen without management support. Management comes to recognize that the Scrum teams pull together to satisfy the customers with the highest valued products first. Management’s role is to support the Scrum teams in ways that help these teams be successful. They accomplish this by hiring the right people with the team’s involvement and by ensuring the Scrum team has every scrap of information needed to increase their chances of success.