Adopting agile in organizations usually impacts the role and activities of project managers. Scrum offers the possibility for project managers to become Scrum masters or product owners. Project managers can also adopt their way of working and the things they do to work together with Scrum masters and agile teams.
Jim Bird wrote the blog post agile – what’s a manager to do? in which he discusses how agile projects can be managed and the role of project management when working with agile teams. He explains the view of Scrum on project management and managers:
“In Scrum (which is what most people mean when they say Agile today), there is no place for project managers at all: responsibilities for management are spread across the Product Owner, the Scrum Master and the development team.”
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“The best architectures, requirements, and designs emerge from self-organizing teams”, the Agile Manifesto announces. This raises a few questions: What are self-organizing teams? Why do we need them? What difference do self-organizing teams make? How can we support self-organization? Could there be any way to help this special kind of teamwork to emerge?
Surprisingly, there is relatively little material on what self-organizing teams are about and how to support them effectively. Organizational development consultant Sigi Kaltenecker and agile coach Peter Hundermark are writing a short book “Leading Self-organizing Teams” to be published by InfoQ later in 2014.
This is the third and final article that will connect readers with the topic. The series began with “what are self-organizing teams?” and continued with “why do we need self-organizing teams?”. The current article takes on the topic of what it means to lead a self-organizing team and thus provides an introduction to the rest of the material in the mini-book. Read more of the article here.
The past decade has seen the rise of Agile development, leading to a significant change in the way software is created, released, and accepted in the marketplace. Today’s software organizations are more nimble and more receptive to end-user feedback than ever before. In the market, there is healthy competition amongst players with a true drive for the “survival of the fittest.”
While internal challenges continue around team and project management, largely speaking, the industry has embraced the agile implementation fairly well. A survey conducted in late 2012 and early 2013 asked how Agile organizations claiming to be agile truly are, and of the five points they were evaluated on, most organizations fared well with the criteria.
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Management can get the feeling of losing control when their enterprise adopts agile and starts deploying self-organizing teams. Procedures, review boards and consultation bodies can become superfluous when switching to an agile approach, but they may not realize that, says Marcel Heijmans. Trying to regain control with additional planning can make things worse, causing “death by planning”.
Marcel Heijmans, an independent software engineer operating under the name Mnemonics, will give the presentation death by planning at the Agile and Software Architecture Symposium 2014; a 1 day conference in the Netherlands where software architects, developers, requirements engineers and information analysts meet to share knowledge about software architecture.
InfoQ interviewed Marcel about planning agile projects, scaling agile, the role of architecture in agile adoption and practices for enterprises that want to do smaller and more frequent deliveries. To read his interview, click here.