Abstract/Description

Traditional organizations focus on roles and controls. If you’re a developer, you probably report to a development manager. If you’re QA, you probably report to a QA manager. This can lead to some dysfunctions and challenges when you’re on an Agile team. After all, if we embrace the idea that Agile teams are self-organizing, setting their team’s work priorities, and communicating openly, what happens when your manager gives you conflicting direction? Who do you give priority to?

Agile companies – or those attempting to be agile – frequently apply traditional organizational structures in ways that can be very counterproductive or ineffective. This is true whether the organization is developing software or streamlining their hiring process or doing financial accounting.

In this session, Doc List shares some real world examples of organizational structures and challenges, and then leads participants in group discussions where participants will categorize their own organization’s structures, explore alternatives, and craft a plan for change. You will find yourself thoroughly engaged in individual, pair, and group activities in which you will explore and discuss your own organization’s challenges in adopting the agile mindset and practices.

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