Valuing Adaptability OVER Following a Plan
This month, we move to the finale of our 4-part agile value miniseries. How can transformational middle managers help their team Respond to Change OVER following a plan?
Planning has a place in every organization, but plans shouldn’t prevent progress, and as the saying goes, “the only thing that is constant is change.” For organizations to succeed, managers need to enable adaptability through:
- Self Reflection. How do you handle change to either scope of work or timelines? Is your initial gut reaction NO or do you start to figure out the “cost” of the change to the project? If so, you might not be serving yourself, your team or your organization well. Middle managers should model the behavior they want to see. Help your team by showing them your flexibility and how it builds partnerships and benefits the overall organization.
- Focusing on Value. Many organizations try to prevent changes by making it very difficult, if not impossible, to implement changes. This resistance drives many business partners to include everything in their initial requirements to avoid the pain of adding changes later. While this seems like a good idea at the time, allowing change is imperative for companies to ensure they stay focused on what is going to bring the highest value in order to compete in a fast paced, evolving marketplace. By staying focused on business value, teams might actually deliver the product or project sooner with higher value features than originally planned.
- Rewarding Responsiveness. Make sure performance evaluations/bonuses are not tied to inflexible behavior. Reward thinking and reward change that increases value. Don’t reward those who stay “on schedule” at the expense of strategic opportunities. Again, we aren’t saying that we don’t have a plan or follow a plan with agile transformations. We need to be able to be able to adapt and easily change the plan to respond and react to meet our business needs.This concludes our journey through the Agile Manifesto. Middle managers play a critical role in agile transformations by applying agile values. Just remember–while there is value in the items on the right, we value the items on the left more.
Valuing Customer Collaboration OVER Contract Negotiation
This month, we move to part 3 of our 4-part agile value miniseries. How can transformational middle managers enable Customer Collaboration OVER contract negotiation?
Contract negotiation comes across the desk of middle managers in several ways – working with 3rd party vendors, engaging teams within the organization, or collaborating with end customers. As you find yourself in these situations, cut through the contract jargon by focusing on these three tasks:
- Develop Shared Understanding. Do I understand the other party’s needs and capabilities, and do they understand mine? Do we both see the vision of the problem we are trying to solve? Without a common understanding and a candid picture of abilities to deliver, we set ourselves up for a contentious relationship as time goes on.
- Establish Clear Milestones. It’s often tempting to try and define all deliverables (and the penalties for failing to meet them) while negotiating a contract. Instead of giving into temptation, consider a Deliver-Inspect-Adapt routine that allows both parties to surface the need to change quickly and collaboratively.
- Define Success. Don’t focus on checking off contractual clauses, define success as the delivery of business value with quick validation. If we can talk to one another as though we are on the same team, we can deliver value rapidly in a win-win environment. On the flip side, if we find that we can’t work together, we can quickly and mutually agree to discontinue the relationship without the need for any prolonged contractual maneuvering.
The manifesto does not ask you to abdicate your responsibility to “protect the organization” when working through contracts. Instead, it encourages us to focus on the conversations and understanding that will lead to working relationships that drive business value.
Valuing Working Software OVER Comprehensive Documentation
This month, we move to part 2 of our 4-part agile value miniseries. How can transformational middle managers enable Working software OVER comprehensive documentation?
As a manager, your job is to pave a smooth and gentle path for your team. Excessive documentation is a huge barrier to success, especially when it provides ZERO value to the customer! Here are 3 ways you can demonstrate the power of working software OVER documentation:
- Create partnerships. Work with groups who require documentation (audit, security, PMO) to understand their needs. Help them understand how your teams operate. Work together to streamline and produce valuable documentation.
- Align metrics. Metrics like number of defects opened (for testers) or number of defects closed (for developers) are counter-productive to the overall goal. ALL team members should have the same goal: produce valuable working software. Metrics should align with this goal in a way that increases cooperation, efficiency and value to the customer.
- Modify status reports. Work with stakeholders, project managers, etc. to remove status reports focused on % complete. Working software is either done or not done–there is no 50% or 75% in agile! Instead report on the amount of business value delivered in the form of working software.
The manifesto does not give you permission to eliminate all paperwork, but encourages you to question the value, level of detail, and format of every “required” document.
Managers Hold the Key to Unlock Agile Transformations
Everyone has seen the famous Monster.com commercial with little kids posing as adults saying, “I want to climb my way up to middle management.” It may not be the pinnacle of our professional aspirations, but middle management is often the “make it or break it” point on the career ladder for you and your organization.
This is especially true for organizations transitioning to agile. As I reflect back on my past coaching engagements and training sessions, it’s clear that mid-level managers are actually the key to unlocking agile transformations. Middle managers get executive authority to “make it happen.” They are EXTREMELY powerful in enabling (or disabling) an organization’s agile adoption!
To provide a bit of support for transformational middle managers, we’ll dust off the agile manifesto and begin a 4-part agile value (mini)series. This month’s value:
Individuals and Interactions OVER process and tools.
As a manager, your job is to promote the power of people over the power of processes. Here are actions managers can take to create an environment where individuals interact to get the job done:
- Work with facilities to build team rooms with a team board so face to face communication is easy
- Change the structure of your global teams by building cross-functional teams in the same geographic location
- Break down departmental silos by having Development, QA, BA’s, etc. report into the same manager who can enable the team as a whole and rely on centers of competencies to bring coding, testing, automation, etc. standards.
- Build partnerships with other managers to streamline processes, which are cumbersome (audit, release management, security).
- Evaluate the tools with your team(s)- are they getting in the way of how we collaborate and/or communicate? Is there a better or easier way to leverage them or replicate them, allow your team(s) to find the right balance of tools needed to get their jobs done.
It won’t be easy or quick, because there are no silver bullets. Change is hard and transformations need to be seen as a journey.
Next: How do managers enable Working Software OVER comprehensive documentation?