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When I started doing XP in 2001, few people knew about it. The literature was thin, the conferences tiny, and the name "Agile" had just come into existence. Many of the really early adopters came from the rank-and-file (some called themselves "geeks"), and adoption of the methodology was largely at team level.
That year, I became the Bioinformatics manager at a pharmaceutical company and I was able to implement XP because my director said, "I trust you, do what you think works." The rest of R&D and the company was as plan-driven as they get.
Until 2006 or so, the hot discussion topic in forums and conferences was "guerrilla Agile or management-driven?" Some folks firmly believed that by having the line workers demonstrate the amazing power of Agile, management would agree to institute it.
Having been on the receiving end of many managerial actions (including three mass layoffs) I never quite thought this was the way to proper Agile implementation. In my view, you'd need management endorsment (let alone encouragement and support) to put something so different in place. That seems to be happening more and more, as in the last three years there is considerable managerial acceptance for Agile. There is also less need, and much less discussion, around "selling" Agile.
Acceptance, however, doesn't equate support. Nowadays, companies everywhere are interested in adopting Agile. Most do that without being fully informed, ending up with delivery teams using a new process (sometimes effective, sometimes not) while the rest of the organization conducts business as usual: Team, you say you need an empowered product owner? Sorry, they are too busy with their day job. You want to deploy to production frequently? Sorry, Operations has a process to follow.
However, the few delivery organizations headed by open-minded leaders who will educate themselves on the true manifestation of Agility — these organizations are a joy to behold.
In the last five years, I've seen it play out again and again. Usually a director or VP picks up the phone and says, "We're going Agile and we want to do it right. Can you help?" Before we start any training or coaching, we will secure proper leadership and support. The more courageous, visionary and participative that person, the greater the teams' success.
How do such leaders create success? How do they avoid failure and mediocrity?
- They do whatever it takes, investing in people and resources, being aware that such a deep change DOES require money and time. (A friend of my mine said his management, who seems interested in Agile, wouldn't pay the $30 registration fee for the local one-day Agile Tour conference. Hmmm.)
- They set the stage well, setting and communicating reasonable expectations of performance and behaviour.
- They help the teams self-organize within clearly defined limits. Most teams can't hire, move or dismiss members, but courageous leaders can. If a team member just isn't working out, they'll address the situation head on. Traditional managers might not like to rock the boat.
- They make the teams their priority and give them face time. They visit the teams and attend their ceremonies. Their door is open — and they are actually there.
- They play by the new rules. The teams report that technical debt is slowing them down considerably? A helpful leader would help explore and pursue solutions; the business-as-usual manager would say, "if the code works, don't touch it".
- They secure related parties' support and engagement, e.g. customers, facilities, contractors.
I believe great leaders help Agile teams go beyond the techniques and practices (e.g. TDD, stories) to embodiment of the Agile principles. And that is what makes their organizations Agile and high-performing. Of course, great leadership creates great results not just in Agile — but that's a topic for another day.
Copyright © 2009, 3P Vantage, Inc. All rights reserved.
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