The Agile Consultant
Whatever culture you encounter, there are simple techniques for easing the agile transition. In my career I’ve adapted to “the way things are done around here” by applying an inside-outside perspective. Inside the agile team structure, we’re applying all the methods and practices, and measuring our progress, based on the agile approach we’re following. Outside, to the existing structure, we’re supplying some of the artifacts they expect to see, like project plans and status reports. Clearly a compromise with agile standards, these “adapters” enable us to begin the conversation about the difference between what they’re used to seeing and what agile provides. The migration from a Gantt chart to a burn-down chart is not momentous, but a transition period with some coaching on the benefits of agile can make it smoother. Reminding the Project Management Office (PMO) of the stack of unread status reports that inevitably pile up on their desk, versus the daily interaction of the stand-up, can be an opportunity to embody the “individuals and interactions” value of the Manifesto.
Strategic Goals of Agility PWC, the consulting entity of IBM, recently published “Agility Is Within Reach,”14 in which it defines two goals that all enterprises seeking agility should focus on, strategic responsiveness and organizational flexibility. This focus on two key elements of agility summarizes nicely the goal we should be aiming for as agile consultants. The purpose of our engagement is not to immediately change their culture, or teach them agile concepts, or create a more humanistic environment. Those may be outcomes of the agile transformation, but the strategic goal of agility is competitive advantage and enhanced business results. Agile consultants, as opposed to scrummasters or team coaches, should focus on the strategic, measurable business results that agile offers the whole enterprise. The holistic, enterprise view of agile is ambitious, and may be too much for many firms, but the strategic outlook is what differentiates superior agile advisors. The art of the consultant is to observe, diagnose, and then plan for the best outcome under prevailing circumstances. The likelihood of us changing a Control culture to a Collaborative one, at least in the short term, is slim. What we can do is diagnose the cultural proclivities of the enterprise and thoughtfully strategize on the best mix of agile philosophy, culture, and methods that will enable this particular enterprise, within this unique culture, to begin its individual agile journey. Not every enterprise has the will, or the desire, to evolve completely to enterprise agility. Most will make changes at the team level, and measure the impact of those changes, long
14
www.strategy-business.com/article/00316?gko=9ee79.
27
