From "Shared Resource Pools" to Agile People: A Pathway for Long-Term Success
Article Summary:
Large organizations entrenched in traditional Waterfall practices, utilizing "shared resource pools" and "resource management," often struggle with shifting to Agile. This article explores the critical steps to transition from a model where people are shared across multiple projects with competing priorities to forming small, long-lived, cross-functional, and autonomous Agile teams. The transformation brings significant benefits, including improved focus, increased morale, better alignment with value streams, and enhanced team autonomy, though it requires overcoming deeply ingrained structures and beliefs.
Introduction
For organizations practicing traditional Waterfall project management for decades, the shift to Agile can feel insurmountable, particularly when it comes to moving away from "shared resource pools" and "resource management." These legacy structures, where employees juggle multiple projects with competing priorities, are fundamentally at odds with Agile principles. Yet, transforming to small, long-lived, cross-functional, and autonomous teams organized around products and value streams is not only possible but essential for staying competitive in today's market.
The Difference Between Traditional and Agile Team Models
Traditional Team Model: Shared Resource Pools
Structure: In traditional project management, teams are often composed of individuals drawn from "shared resource pools." These people may work on several projects simultaneously, leading to fragmented focus, waste from context switching, and competing priorities.
Challenges: This model often results in inefficiencies, as team members are spread thin, face waste from constant context-switching, and projects experience delays from inconsistent availability. The lack of dedicated team members leads to delays, reduced quality, and a lack of ownership over outcomes.
Agile Team Model: Small, Long-Lived, Cross-Functional Teams
Structure: Agile teams are typically small, stable, and cross-functional, meaning they include all the skills needed to deliver a product or service from start to finish. These teams are long-lived and dedicated to specific products or value streams, fostering deeper expertise, greater team cohesion, and customer satisfaction.
Benefits: By focusing on a single product or value stream, Agile teams can respond more quickly to changes, deliver value incrementally, and maintain a strong sense of ownership and accountability.
Overcoming the Belief That "We Can't Get There"
Many organizations feel trapped in their existing structures, believing that moving away from "shared resource pools" and "resource management" is impossible. However, there are strategic steps that can help make this transformation achievable:
1) Leadership Commitment and Vision
Transformation starts at the top. Leadership must commit to a clear vision of what agility looks like for the organization and why it's critical. This includes understanding the limitations of the current state and the long-term benefits of agility, such as improved focus, higher quality, faster delivery, and better alignment with business goals.
2) Pilot Agile Teams and Prove Success
Instead of attempting an organization-wide shift immediately, start with pilot Agile teams. These teams should be fully dedicated to a single product or value stream, allowing the organization to observe benefits firsthand, such as increased velocity, higher quality, faster delivery, and improved morale. The success of these pilots can build momentum for broader transformation.
3) Gradual Transition to Dedicated Teams
Transitioning away from "shared resource pools" can be gradual. Begin by reducing the number of projects a person is involved in, aiming for a dedicated focus on fewer, higher-priority initiatives. Over time, this approach can lead to the formation of fully dedicated Agile teams.
4) Align Teams with Value Streams
Organizing teams around products or value streams rather than projects is a key step. Value streams represent the sequence of activities required to deliver a product or service. By aligning teams with these streams, the organization can ensure that each team is focused on delivering a continuous flow of value, reducing the need for context-switching and competing priorities.
5) Invest in Cross-Functional Skills
Building cross-functional teams WITH "T-shaped skills (primary, secondary, tertiary) requires investing in skills development. Team members should be encouraged to broaden their expertise by pairing and learning enabling them to contribute more effectively in product development. This investment in skills not only supports agility but also empowers employees to grow in their careers.
Benefits of the Transformation
1) Improved Focus and Productivity
Dedicated Agile teams can focus on a single product or value stream, leading to higher productivity and fewer disruptions. This focus allows teams to deliver higher-quality work in shorter timeframes.
2) Faster Time-to-Market
Agile teams, with their ability to iterate quickly and adapt to change, can bring products and features to market faster than traditional models. This speed is critical in today's fast-paced business environment.
3) Enhanced Collaboration and Ownership
Cross-functional teams that work together over the long term develop stronger collaboration and a deeper sense of ownership over their work. This leads to higher morale and a greater commitment to the team's success.
4) Better Alignment with Business Goals
By organizing teams around value streams, the organization ensures that all work is directly aligned with delivering customer value, leading to better business outcomes and a more strategic focus.
Conclusion
While the shift from traditional "shared resource pools" and "resource management" to small, long-lived Agile teams can seem daunting, it is both achievable and necessary for large organizations looking to remain competitive. By committing to a clear vision, starting with pilot teams, and gradually transitioning to more Agile structures, organizations can reap the benefits of improved focus, faster delivery, and better alignment with business goals. The journey may be challenging, but the rewards of a successful transformation are well worth the effort.
NOTE: The term "resources" is used in project management by associations such as PMI. This term is not supported by the writer. People are humans, not resources.
#agile #agility #transformation #waterfall #mikefisherinc