Image of For an Agile Transformation, Choose the Right People

For an Agile Transformation, Choose the Right People

Agile methodology, created to fast-track software development, is now being used throughout organizations by teams that want to execute projects quickly. But those efforts often don’t pan out, say Babson’s Rob Cross and Alia Crocker and Harvard Law School’s Heidi K. Gardner. Their research reveals that many large agile initiatives not only miss their goals but also cause organizational disruption—including staff burnout, the loss of key talent, and infighting among teams. What’s going wrong? With the help of organizational network analysis—a methodology for mapping how people collaborate—the authors have identified where unforeseen barriers undermine agile initiatives. The main problem they found: Traditional practices for executing agile projects are ineffective. Companies err by staffing agile teams only with stars, isolating them from the main business, and dedicating members 100% to teams. This article offers alternative approaches: tapping “hidden stars,” who will be less overloaded, for agile initiatives, and then identifying and reaching out to highly connected potential resources who can bring in expertise as needed.

Ketersediaan
Call NumberLocationAvailable
PSB lt.2 - Karya Akhir (Majalah)1
Informasi Detail
Judul Seri
Harvard Business Review
No. Panggil
-
Penerbit
United States : Harvard Business Publishing.,
Deskripsi Fisik
148 p.
Bahasa
English
ISBN/ISSN
0017-8012
Klasifikasi
NONE
Tipe Isi
text
Tipe Media
-
Tipe Pembawa
-
Edisi
March-April 2021
Subjek
Employees
Teams in the workplace
Business communication
Business planning
Agile software development
Info Detail Spesifik
Harvard Business Review
Pernyataan Tanggungjawab
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