In fact, agile has become more of an expected skill in technology people than the need to have a team dedicated exclusively to it.
I've noticed that the agility team at the company where I work has practically disappeared. Currently, we only have one senior agilist who acts as a consultant for the different teams in the company. He helps define processes and methodologies, but is not present in the day-to-day running of the teams.
Previously, I had someone dedicated exclusively to agile in my team, but I didn't see much real benefit, given the cost involved and the number of times meetings were held to review processes and define things that barely helped us at all. It's useful to have someone to help with daily organizational tasks, but I always questioned whether we really needed it, it took up a lot of the team's time and that comes at a cost.
Nowadays, I realize that the market is demanding these skills more in management positions (especially product-related positions). I don't think companies expect you to play the role of an agilist, but rather to understand the principles of agile and know how to apply them on a day-to-day basis. It's important to know how to plan and how to effectively conduct software development based on objectives and stories defined for the product, and agile helps a lot with this.
Thanks for the comment, Henrique! It looks like your current context is ahead in that curve and corroborates my take. It’s like you said: it’s not expected that people will play a role, but portray the behaviors (so have the skill).
Hey Deanna, I can imagine. If that's of your interest, I would be willing to have a chat with you and see if I can provide some actionable insights towards that?!
In fact, agile has become more of an expected skill in technology people than the need to have a team dedicated exclusively to it.
I've noticed that the agility team at the company where I work has practically disappeared. Currently, we only have one senior agilist who acts as a consultant for the different teams in the company. He helps define processes and methodologies, but is not present in the day-to-day running of the teams.
Previously, I had someone dedicated exclusively to agile in my team, but I didn't see much real benefit, given the cost involved and the number of times meetings were held to review processes and define things that barely helped us at all. It's useful to have someone to help with daily organizational tasks, but I always questioned whether we really needed it, it took up a lot of the team's time and that comes at a cost.
Nowadays, I realize that the market is demanding these skills more in management positions (especially product-related positions). I don't think companies expect you to play the role of an agilist, but rather to understand the principles of agile and know how to apply them on a day-to-day basis. It's important to know how to plan and how to effectively conduct software development based on objectives and stories defined for the product, and agile helps a lot with this.
Thanks for the comment, Henrique! It looks like your current context is ahead in that curve and corroborates my take. It’s like you said: it’s not expected that people will play a role, but portray the behaviors (so have the skill).
It’s starting to feel like this to me too as a Scrum Master and I’m not sure how to pivot in this complex world.
Hey Deanna, I can imagine. If that's of your interest, I would be willing to have a chat with you and see if I can provide some actionable insights towards that?!
I would really appreciate that conversation sir!