COLLAPSE SUBDISCUSSIONWilliam Dixon Sr.12:56amMay 20 at 12:56am
Manage Discussion EntryMarcus,
You identified a common practice of making changes by your comments, "The employees who are part of the organization and members of the changing community have authority over specific tasks to monitor and control their progress to support their organization. Paasivaara et al. (2019) mentioned that they also have the power to investigate an issue involving the community to take corrective actions and change the mindset initiated."
Paasivaara et al., (2019) assessed the importance of the team involvement and if that is the case, what situations should leaders take to prevent issues from occurring and slowing the agile process down. There is not an easy way for leaders to control uncontrollable scenarios, so how can they reduce, minimize or slow errors from happening?
References
Paasivaara, Maria & Lassenius, Casper. (2019).Empower Your Agile Organization: Community-Based Decision Making in Large-Scale Agile Development at Ericsson. IEEE Software. 36. 64-69. 10.1109/MS.2018.2886827.
YesterdayMay 19 at 8:21pm
Manage Discussion Entry
In agile organizational development, teams are self-organized and autonomous. Teams are empowered to decide about their internal ways of working (Paasivarra,2019). When several teams collaborate within a single development organization and are focused on the same project, their becomes many issues within the joint processes in which a single team cannot meet the implications for the organization. Agile methods often consist of transitions from managers to a team level/ “community.” The community consists of the members of the agile teams along with product owners working towards a common goal or product. Just one of the struggles with these transitions would be the ability to coordinate development between the team as well as the competencies across the teams. These issues and struggles are all surrounded by the key component of facilitating a cultural change.
Communities of practice are defined as a group of people who share a concern, a set of problems, or a passion about a topic, which deepens their knowledge by the interaction on an ongoing basis. Continuous integration and the active participation of everyone within communities of practice strengthens knowledge sharing and learning, coordination, and organizational development. Decision making that creates a strong impact is assessed by the community rather than the more specialized decision makers, in which decision were based off consent. It is possible for members to have authority, responsibility, and accountability (Hopen,2019). The community level versus the team level often consists of the teams that are authorized but working within the boundaries of the community.
The benefits within the agile method would consist of higher employee motivation and the better use of team knowledge and the decision making that leads to commit to a common goal and direction. The struggles for implementing agile team would be the willingness of leaders to redefine their own personal ways of working towards success. Agile methods can also involve a culture of creating a mindset that views mistakes as more of a learning process rather than placing blame. Leaders play a critical role within change management. An important skill of a leader is the ability to reinvent, innovate, and the ability to step out of the box of what has always been done into adapting new ways and creating a culture conducive for growth and development. The implementation of agile methods would strongly be based on the competency of the team, as well as extensive trainings to enhance the understanding of not only the polices and procedures, but also the commitment to a common goal within open- mindedness and willingness to change.
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Hopen, D., & Rooney, J. J. (2019). Decisions, decisions.Lean & Six Sigma Review,18(2), 27-31. Retrieved fromhttps://www.proquest.com/trade-journals/decisions/docview/2221731164/se-2?accountid=32521(Links to an external site.)
Paasivaara, M., & Lassenius, C. (2019). Empower your agile organization: Community-based decision making in large-scale agile development at Ericsson.IEEE Software, 36(2), 64–69.https://doi.org/10.1109/MS.2018.2886827
YesterdayMay 19 at 10:33pm
Manage Discussion EntryHello class,
Agile methodology was born out of uncertainty. In technology, software development specifically, technology changes so much that by the time a project ends, the technology would have changed enough to make the deliverable less valuable or not valuable at all. In a fast-paced and ever-changing industry, software development embraced agile methodologies for iterative quick vertical slices of value. Deliver MVP (most valuable product) today. This means we get a bare-bones solution out the door, let people try it out, and iterate over it for improvements or trash it and move on. Agile methodologies and an agile approach also encourage innovation by allowing employees to fail fast. They get to experiment, try things, and test new ideas out without the fear of a large investment that the company can't recoup. This creates opportunities to try new and exciting things and bring wild ideas to the table, increasing innovation and competitive edge.
Today, business and all industries have adopted agile methodologies in their work. When change arrives, and it will, it allows some flexibility to creatively think of and utilize solutions for high-value outcomes. Months of work are not lost on a single point of failure, but many ideas can cross the finish line with the most valuable solution winning. Employees can come prepared with viable business solutions and as long as they are given the autonomy to try, the company can benefit from the outcomes.
Overall, in fast-paced environments with much change, agile approaches win as a low-cost, high-value solution. A company cannot afford to spend a year working on a solution when the landscape will dramatically change within that year, rendering that end goal solution nonviable. Companies must embrace agility in order to deliver incrementally over the course of a goal, allowing course correction throughout.
References
Brand, M., Tiberius, V., Bican, P. M., & Brem, A. (2021).Agility as an innovation driver: Towards an agile front end of innovation framework(Links to an external site.)(Links to an external site.).Review of Managerial Science,15(1), 157–187.https://doi.org/10.1007/s11846-019-00373-0(Links to an external site.)
Hopen, D., & Rooney, J. J. (2019).Decisions, decisions: A framework for agile decision making in lean Six Sigma projects(Links to an external site.)(Links to an external site.).Lean & Six Sigma Review, 18(2), 27–31