Rolling out agile scrum at an enterprise level in the corporate arena can be challenging for even the most adept managers. The role the manager plays is essential to the success of the agile program. Other roles, such as the Scrum Master, Product Owner and Development Team are clearly explained by scrum in its core practices. But less clear, is what happens to the manager when an organization migrates to agile. How thorough a knowledge of agile does a manager need to have to be successful? How much training and exposure to agile practices do managers need to be effective? How experienced must a manager be in leading to run an efficient scrum program? Below are 5 key tips a manager should utilize for success:
The Texas A&M University campus was quiet in late July, with most students off until the Fall semester begins. However, in one corner of campus, a small group of unique students participated in “bootcamp”. For the last seven years, Texas A&M has sponsored the “Entrepreneurship Bootcamp for Veteran’s with Disabilities”, a program for disabled American veterans. The program consists of online work culminating in nine days on campus, in which they spend time crafting, refining, and testing their business plans. I had the opportunity to serve as a mentor, helping these unique entrepreneurs build their business plans.
In The Seven Habits of Highly Effective People, Steve Covey tells a tale of two woodsman cutting logs. One works feverishly at his task while the other pauses periodically to sharpen his saw. In the end, the woodsman who pauses to sharpen proves to be the more productive of the two, a lesson on the importance of investing time to keep on top of your game.
In the spirit of the saw sharpening woodsman, I recently had the opportunity to attend our new hire orientation as a “re-tread”. Re-treading for SEI isn’t really a remedial course or a simple refresher. It’s a complete re-immersion into the “why” of SEI in order to help consultants re-connect with what attracted them to SEI in the first place.