TGG FACILITATED APPLIED AGILE PANEL DISCUSSION
A few weeks ago, The Gunter Group facilitated a panel discussion at one of our clients (a global footwear and apparel company), which focused on Agile methodology application within their organization.
We would like to share a few key topics from the discussion.
1 — Implementing an Admin Week for Scrum Team Efficiency
One panel participant shared the story of her team iterating on ways to improve development velocity. They were having the common issue of missing sprint target dates and discussed the problem during a retrospective. Together, the team realized that between meeting schedules and “shoulder taps” for side work, they just didn’t have enough focused development time.
Initially the team implemented a block of time from morning until 1pm for dedicated development. While that did increase velocity, they still weren’t where they wanted to be.
Finally, they landed on a concept to implement an “Admin Week”. They decreased their sprints from 3 weeks to 2 and added in 1 week for admin time. This gave the team 2 weeks of uninterrupted development and 1 week to sprinkle in all of their administrative work such as meetings, ceremonies, idea brainstorming, internal documentation, mentoring, and training.
This shift resulted in a 36% increase in velocity and 36% decrease in duration of stories from “ready” to “complete”.
2 — Mitigating Discomfort Around Uncertainty
Another panel participant, an Agile Coach within our client’s organization, shared his thoughts around building comfort with uncertainty.
With the timely example of COVID-19’s highly impactful effects on businesses’ roadmaps, we discussed how important it is–now more than ever–to strengthen the ability to navigate uncertainty, with an agile mindset.
Participants agreed that we are seeing executives embrace agile thinking in their ability to pivot quickly and react as efficiently as possible. Work is being prioritized more clearly and decisions are being made at the “last responsible moment.”
3 — Servant Leadership in an Agile Framework
Lastly, our third panel speaker shared his perspective on leading in a Scrum Master role with a servant leadership approach.
This perspective emphasized the importance of maintaining a people focus in agile environments. Rather than just focusing on scope, schedule, budget–the servant leadership approach enables and promotes leadership in others.
He shared his experience about working with Scrum teams in this manner and how it has built relationships, garnered trust, and fostered growth within the team.
It also sets up the team for a safe environment during sprint retrospectives so that they are able to share thoughts and feedback more openly and from a place of assuming positive intent.
At The Gunter Group, we thrive on helping our clients by facilitating conversations such as this one and invite you to reach out if you are interested in TGG hosting something similar within your organization. Please contact us if you’d like to learn more.
To those who attended the panel discussion outlined above, thank you so much for your participation and we look forward to seeing you at the next one on June 24th!
5 TRAITS TO LOOK FOR WHEN RESOURCING CRITICAL, QUICK TURN PROJECTS
Hiring the right people takes time, the right questions, and a healthy dose of curiosity. What are the most important traits to move critical work forward? How about if you don’t have the luxury of time? And what if the need is short term in nature?
If this sounds familiar, then you may have a critical, quick turn project.
Recently, The Gunter Group worked with a regional healthcare insurance company on the roles necessary to help the company contend with business impacts of the coronavirus.
While the origin of our current collective disruption is uncommon (a pandemic), the business need for resourcing quick turn projects is familiar.
Whether you’re faced with a crisis now, or looking to be prepared for the future, check out these 5 traits that keep organizations moving forward in critical, quick turn projects.
1. Work Horizontally & Vertically. Disruption knows no boundaries. Leaders who can bridge communication gaps both horizontally and vertically within an organization will break down barriers and drive focus. Consider a generalist who can bring a holistic perspective.
2. Ramp Up Quickly: Uncertainty creates a vortex of need. Seek people who love learning. People accustomed to diving into new disciplines are skilled at the process of learning and can move from beginner to expert (or close to it!) at a rapid pace.
3. Navigate Ambiguity. Projects that surface quickly are usually highly ambiguous. Seek people who are energized by the unknown. They have confidence from years of working in uncharted territory to know that they are capable of figuring things out.
4. Embrace Your Culture: Your culture is the key to “how things get done around here” and when time is limited, it is important to have someone who can adapt quickly. Whether considering internal or external support, ensure they have chameleon-like qualities to reflect your company and departmental norms.
5. Tailored Solutions. Solutions need to make sense for your company and situation. Prioritize tailored approaches over cookie cutter solutions.
To illustrate, let’s return to the regional healthcare insurance company’s situation.
As a result of COVID-19, a high volume of government mandates had major impacts throughout the organization. To respond, a centralized task force was organized to assess impact, disseminate information, and ensure timely resolution. For efficiency, the task force formed a hub and spoke model assigning each business area a single point of contact to interface with the task force.
Due to urgency, short-term nature of work, and lack of internal resources, priority was given to onboarding a consultant who could roll up her sleeves and be successful in an ambiguous, urgent, and ever-changing environment as an interface between their task force and critical business functions.
Critical, quick turn projects are a constant as organizations frequently experience disruption whether by instigating or reacting to circumstances. A strong project leader with these 5 traits will help teams navigate uncertainty while achieving desired outcomes. Check out a couple case studies to see how we successfully partner with our clients to help them navigate challenges and drive toward solutions.
TGG STORY PUBLISHED IN OREGON BUSINESS MAGAZINE
After being named the #4 Best Company to Work For in Oregon (medium business category), Oregon Business connected with us to publish an article highlighting The Gunter Group’s story.
We were excited to share our holistic, Non-Negotiables approach to client delivery with Oregon Business and to be highlighted in their magazine alongside the other 2020 winners on the ‘100 Best Companies to Work for in Oregon’ list. Congratulations to all these awesome organizations! Read the full story at OregonBusiness.Com to learn more.