Command and control task level management is the norm in many organizations. In contrast, one of the key principles of Agile is around building projects around motivated individuals and trusting them to get the job done. Moving an organization to Agile can generate fear and uncertainty in the executives and management of organizations. That fear often manifests itself in an increase in the level of micro-management and the sense within teams that they aren't really trusted. These challenges can derail an Agile transformation.

This talk explores three key techniques for positioning teams and the transition as trustworthy, thereby earning the trust of the organization and gaining support from the PMO, managers, and executives to support, rather than derail, a transformation effort.

1. Tell executives what's in it for them - predictability, transparency, time to value, and quality. Show them how supporting the organizational design and management behaviors associated with Agile will increase their ability to achieve these goals.

2. Show management what's in it for them. Show how they fit into the formal, value, and learning structures of an agile organization. Show them how tl leverage a competency-based approach to lead transformation on sustainable improvement.

3. Use an intentional transformation road-map to demonstrate specific how efforts targeted at specific improvements will deliver aligned with improving the metrics and the level of engagement with the teams.

We have to earn the trust of management and executives to create space for Agile Teams and achieve sustainable transformation.Without these techniques, a transformation my look like we are wasting time and money, taking unnecessary organizational risks, and asking management and executives to let go of perceived control. Buy in from executives and management is needed to gain the support required for an agile transformation. Using these techniques will improve management support and bring the company closer to the tipping point required for sustainable Agile transformation.

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About the Speaker(s)

For over 30 years, Dennis has been helping organizations leverage technology to improve their business performance. He is passionate about helping organizations deliver technology that makes a difference for the business. Dennis is focused on the pragmatic application of Lean and Agile thinking to integrate Organizational Design, Project Management, Business Analysis, and Software Engineering in a way that enables scaling Agile to the Enterprise. He was a significant contributor to Microsoft’s Business Architecture methodology, was the Deputy Project Manager for PMI’s OPM3 Second Edition, and served on both the IIBA and PMI agile steering committees. He was published in the June 2008 Harvard Business Review article "The Next Revolution in Productivity". Dennis is co-author of the Cutter Consortium Executive Report “Rethinking the Agile Enterprise” discussing incremental strategies to Enterprise Agile adoption. He served as the Vice Chair of the team that developed the Agile Extension to the PMBOK(r) Guide. Dennis is COO and Co-Founder of LeadingAgile.

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