Agile for Non-Engineering Teams

-

It was really a pretty large group we gathered for an introduction to Agile, and none of them were software developers. This was several years ago now at a major media company where I had been recently promoted to program manager. A senior scrum master was assisting me with the training portion for the archivists who were part of my newly-formed program group. They were going to be part of an Agile transformation that would range from them through the streaming partnership team and on to broadcast engineers. And, importantly, almost none of them had ever heard of Agile before. 

Some might wonder why we even bothered with an Agile transformation for such a group. The answer is that 1) we weren't forcing it on them, 2) we really believed it would help, and 3) the PMO was answering a call to help the entire organization become Agile, if possible. It turns out that Agile practices, Jira, and a bunch of librarians combines marvelously.

It was something of a wonder how well and quickly the archive group took to Agile, and Scrum in particular. I had a scrum master reporting to me who worked with them on a daily basis, helping them through a sprint zero and then into a regular cadence. He did an excellent job. In hindsight it makes sense that Agile worked so well for them. Librarians are people who organize information.

Working in Jira the three archive teams that formed the department were able to plan their work out of a single backlog, and they loved the transparency and collaboration. Every ceremony was useful to them, although they got so good at pre-planning that the actual planning session was more of a formality most of the time. It was in the daily scrums that they synced up and were able to offer to help one another, and the retrospectives amplified the voice of each team member in the operation of the team.

The lesson here is that we shouldn't limit agile to engineers. While they've all at least heard of it by now, and might have some experience with Agile or a shade thereof, other non-engineering groups that have no idea it exists can benefit as well. 

Popular posts from this blog

Changing Jobs Every Two Years

-
In today's job market, it's becoming increasingly important for employees to take control of their careers and maximize their profits. One way to do this is by changing jobs every two years. According to research, staying employed at the same company for over two years on average will make an individual earn less over their lifetime by about 50% or more. This is a conservative estimate assuming that your career will last only ten years, but the longer you work, the greater the difference in earnings over your lifetime. In 2014, the average raise an employee can expect is only 3%. Even the most underperforming employee can expect a 1.3% raise, while the best performers can hope for a 4.5% raise. However, the inflation rate is currently 2.1%, meaning that your raise is actually less than 1%. This can be sobering news, and it's unlikely that management will change their decision. Furthermore, loyal employees are often punished for their dedication, while those who jump ship ar
Read more

The Journey to Agile Transformation: A Scrum-Based Approach

-
Image
The concept of Agile transformation, particularly in industries perceived as traditional, such as publishing, often comes with a heavy dose of skepticism. A pivotal moment in my career was steering such a transformation for a publishing company’s engineering team, aiming to adopt Scrum methodologies. The journey, although fraught with challenges, offers valuable insights into driving change even in the most unlikely environments. Overcoming Leadership Hesitancy Initially, the transformation encountered resistance. A new boss, with roots in a different era of publishing, held the belief that Agile frameworks, with their iterative nature and flexible deadlines, were incompatible with the rigorous deadline commitments of our industry. This underscored a common misunderstanding of Agile: it’s not a lack of structure or discipline, but a more responsive and efficient way to manage projects. Despite efforts to clarify this, my explanations met with resistance, leading to a professional parti
Read more

Project Management in Action: Enhancing Communities through Projetos Sociais Estação Vida and Uberlandia Development Initiatives

-
Image
Introduction In the bustling city of Uberlandia, Brazil, lies the Shopping Park neighborhood, which has undergone significant changes over the years. Despite its humble beginnings, the community has made great strides in urban development. However, it still faces challenges, particularly regarding social vulnerability and access to essential services. In response to these needs, Projetos Sociais Estacao Vida emerged as a beacon of hope and empowerment for children and young people in the area. Alongside this, the establishment of Uberlandia Development Initiatives (UDI) created an avenue for international support and fundraising. This essay explores the location and significance of the Shopping Park neighborhood, the activities and impact of Projetos Sociais Estacao Vida, my personal involvement with the community center, the establishment and goals of UDI, and the recent achievement of fundraising for security cameras. Additionally, it highlights the connection to project management i
Read more