Scrum teams must be self-organizing with all the competencies and emotional intelligence required to master their work without reliance on direction from above. In my previous article I briefly introduced the three key Scrum roles, that of, Product Owner, Development Team, and Scrum Master.This article focusses on seven core competencies you will need to be the best Product Owner (PO) you can be.
We are dealing with an unprecedented level of change, ambiguity and uncertainty, in a world where disruption is ‘the new normal’. Agile disruption management is increasingly important.
Leaders, good ones at least, most likely have the aptitude and character to not only deal with our “change bloated” environment but to take advantage of it.
Yet we see well-led organizations becoming learning organizations, flattening their hierarchies, creating volunteer armies for managing change (J Kotter), taking on Agile ways of running projects – and failing.
While some fail, others succeed. Why?
The overarching reason for success that I’ve seen is irresolute support from informed leadership. Because most of the secondary reasons for failure can all be best addressed by senior management.
What Sets Successful Senior Management Apart?
Leadership surfaces and moulds the culture of the organization, if the culture is not one of collaboration and team empowerment, agile is not going to take off. Implementing agile is change engagement in itself and needs strong change leadership. The business must be convinced that they have to be fully embedded in the agile team.
Moving to an agile way of working is very different to waterfall, there will be collateral damage and quickly realized fails, which, must be treated as opportunities to learn and reconstruct. With these learnings in hand, those who succeed sprint to the next part of the journey.
There is a plethora of agile flavours, Scrum, FDD, Kanban, Lean, SAFE and more. While many deliberate over which one to choose, successful leaders don’t get fixated about any one approach, they tend to focus on the principles, the desired objectives and the ROI.
Here’s the kicker, surely you implement agile working by running an agile project – being iterative, building capabilities and understanding? It defies logic when companies implement agile using a waterfall approach.
If an isolated agile implementation team have to hassle for committed people and financial resources, they are going way too slowly to feel like the special agile reconnaissance team.
Ask yourself: Can the above be addressed by staff or junior management? If the answer is no, then review your agile initiative from the top floor.
If you’re curious about what effect Agile could have on your future projects, enquire about Snaptech’s success stories, get staff trained or have one of our teams work within your business.
Change is inevitable. Agile is the answer.
Brought to you by Guy Eastoe (Snap Tech International) http://www.snaptechinternational.com/consult-snap-tech/