Question

mannar and company kickstarter a major cross company project that involved working with multipple businesses

Answer 1

Mannar & Company kick started a major cross company project that involved working with multiple business unit leaders to build enterprise wide platform impressed by the success of small projects in Agile. Company leadership enforced Agile in this transformation project. Shortly after few Sprints, teams witnessed that the product owner was not able to build consensus among the business unit leaders on requirements. There were several political aspects behind the collaboration. What went wrong?'

a) For large transformation projects, Design Thinking is required before Agile

b) Agile is based on trust and collaboration so that consensus can be arrived at quickly. This scenario did not have that atmosphere

c) Agile doesn't require any pre-requisites. It works very well in all context. In this scenario, the product woner doesnt seem to be competent

ANSWER: Agile is based on trust and collaboration so that consensus can be arrived at quickly. This scenario did not have that atmosphere

Explanation:

• Innovative technology and design can be strongly encouraged and discussed by Agile. Working in Agile eliminates most of the conventional management hierarchy and replaces it with open cooperation among the empowered team leaders. This approach allows us to feel deeply intrinsic in their work.
• Working in Agile eliminates most of the conventional management hierarchy and replaces it with open cooperation among the empowered team leaders. This approach allows us to feel deeply intrinsic in their work. Agile offers teams the ability to share their thoughts and makes them accountable for crucial decisions on workloads and schedules. Increased accountability ensures that each member of the team has to talk about the development process in an honest way.
• Effective communication and trust are the two most critical requirements that Agile needs to succeed, and both work together. Based on trust, Agile Development and Design is an integral part of operating effectively. The management and members of the organisation must be trusting each other,  the leader needs to trust the team – and/ or trust the process – and the company as a whole needs to trust that the best work is being done. When trust is low, relationships are strained and work is less.
• Trust can be built in agile team in the following ways

1. Define Roles and Goals at the Beginning: At the very beginning of a project a lot of miscommunication begins. The tasks and goals of every project should be defined clearly. It is important to address during the kick-off the various positions and the expectations for and from team members. The explanation of the development will illustrate how issues can be overcome as they occur. The kick-off must serve as the team's guide, but must not be rigid or stone-positioned. Changes are required to occur and the team should be agile and updated
2. Encourage Questions: Encourage the team also to ask questions. Never refuse a question or make someone feel uncomfortable to ask questions. Questions lead to clarifications, conclusions and changes often in the process. Therefore, the team will be empowered to ask questions and explain. Recall, it's all right not to get the answers and to discover them.
3. Don't Stress on the Mistake: There are people likely to make errors that have never done agile before, or only used programming techniques. . Errors push us to learn and change. In the course of agile development, little errors which could be resolved in a few minutes or a day become mountains with weeks or months of delay in release. Demonstrate that the search for a new solution is a mistake or failure. Each team Member should know that the workflow is normal and part of the daily routine. How the team treats errors can be a perfect occasion for getting the team together.
4. Intro-Retrospectives: The opening of communication channels is central to retrospective meetings. The team will focus on what has been right and (most importantly) what has gone wrong during the introspection conference. The goal is to be successful and not waste the entire time with fingers or grievances. Provide ideas and suggestions on how to develop it and how to do continuously.
5. Feedback:The best thing to do and get is feedback. Therefore, often and to everyone, start with feedback. Did anyone deal well with anything? Give them their positive reviews and the effect they have had. Did they miss a deadline? Feedback on improving. Give them feedback on how to improve. If it’s feedback on how people can improve