Zurich, October 25th, 2015: Since we began in 2011, it is clear that many organisations have looked into and started adopting agile approaches. Many have had success. Others continue to evolve and mature.
It is also clear to see that many organisations continue to struggle.
The classic role of an Agile coach helps enormously especially at the beginning. However, when teams and departments have struggled for sometime, it often helps to have a new injection of life.
Since the beginning of 2015 we have found ourselves doing exactly this. One area that we have found to be particularly challenging for organisations is that of governance, which we are uniquely positioned to help with.
But actually one of the key observations we have made, in accelerating Agile ability, is that as well as a coach it helps to have an experienced Agile subject-matter-expert embedded in the team / department that is struggling, on a day-to-day basis.
It helps your existing experts, such as architects, to work alongside people that have worked successfully in an agile way. This enables so-called cross-pollination and really accelerates the level of understanding and ability of the teams because they see how experienced Agilists collaborate and how they work.
Let’s take an example. An Agile coach can tell you how UX specialists should work together with teams. However that coach has probably never actually done Agile-UX development. Much better would be to have an Agile UX specialist working with your own UX specialist hand-in-hand for a period of time.
Now let us look at another role: The business analyst. How should a business analyst really work on a day-to-day basis? It is after-all, one of the more challenging roles in the Agile world. Again it will be much better if the new-to-Agile business analyst worked together with an experienced Agile business analyst. At least for a short period of time.
Finally, if you are in a corporate IT environment, how should a Project Manager know how to plan his Agile project, if he’s never seen it done?
As such, we are now exploring and sourcing experienced people to embed into your teams, to accelerate the ability of your people faster than ever.
Before you ask, I am not talking about just coaching or guiding. I am talking about taking delivery responsibility as well. The Agile BA must deliver. The Agile UX must deliver and the Agile Project Manager must also deliver.
But why stop there? Why not embedding an experienced Agile executive into your management team as well?
Interested in exploring this option with us?