TITLE

The Change Management Implications of Scaling Agile

AUTHOR(S)
Cooper, Danielle; Gray, Darla
PUB. DATE
September 2016
SOURCE
PM World Journal;Sep2016, Vol. 5 Issue 9, p1
SOURCE TYPE
Periodical
DOC. TYPE
Article
ABSTRACT
The Delivery Office at TXU Energy has been exploring Agile work practices since 2012. While the desire to do "more Agile" has been a leadership goal, it's been unclear to the rest of the organization how being "more Agile" changes their day-to-day work. Early this year, the transition and implications became very clear as 100% of Technology's team members were given new seating assignments. Agile teams were provided open seating bullpens, near the windows. All non-Agile team members were accommodated throughout the balance of the floor, with more open space for collaboration. This visceral experience -- physically moving away from functional team members and managers -- made the organization's commitment to change and Agile real. The stage was then set for the next level of conversation regarding how the shift adjusts the role of people managers and their day-to-day responsibilities. For example, managers are not part of the Agile team structure. They are functional subject matter experts responsible for sharing knowledge and building functional capability within the organization, beyond their direct reports. Leadership through knowledge and influence is the new paradigm. As the seats, the teams and the business all shift to accommodate the change, the character of the work will as well.
ACCESSION #
118045483

 

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