They have successfully piloted agile work in one or some projects and now want to expand this working methodology, perhaps even to introduce it consistently for all product development projects as well as pre-development projects. This agile expansion requires solutions for challenges in two dimensions. On the one hand, set up many or all teams agilely and put all teams under an agile management and coordination structure.
Setting up many teams agile
As with the agile pilot, the same criteria apply to other teams. But the more teams are supposed to work agilely, the harder it becomes for each team to find solutions that are as close as possible to the "ideal" scrum.
In practice, two challenges have been particularly frequent:
Team Size - Many employees work on multiple projects
It is obvious to systematically scale as a solution for large teams. But this approach also brings with it challenges that are often unmet. For example, for each scaled team, you need a product owner (exception Less) and a scrum master, both qualified resources that are scarce right at the beginning of a comprehensive agility. In addition, full-time participation in an agile team in the initial phase of an agile transformation is a real challenge, as many employees work on several projects.
Lack of volunteering - Internal resistance to agility
Resistance to agile work among team members can be a relevant problem if employees are to work in a scrum team against their inner convictions. While there are many "textbook approaches" to how such team members can be "picked up", it is often unclear who has what role in such an agile organization, where the required qualifications are, and what options are available when the textbook approaches are exhausted.
This is where CO Improve's consultants help with well-founded and proven experience. We attach particular importance to transferring our knowledge and experience to the new role carriers as quickly as possible in order to make them fit for their new complex challenges.
Put all teams under an agile management and coordination structure
Systematic scaling is always required. Even if all teams are working on their own products, shared resources must be coordinated and, if necessary, coordinated. prioritised. Often, even with mechatronic products, full decision-making power cannot be transferred to the team and therefore higher-level authorities must be involved. In addition to each agile team, the various scaling frameworks describe additional roles, artefacts, and events to ensure this overall coordination and leadership.
These scaling frameworks differ greatly in how the layers above the agile team are organized and controlled. Some frameworks are very comprehensive and detailed in their description, i.e. they are very prescriptive, others focus more on a principled solution finding, i.e. they are rather descriptive. The most common frameworks are:
In order to meet the special needs in the development of mechatronic products, individually adapted frameworks are often used. In addition, combined frameworks are also used in companies where product development projects are dedicated to developing teams for hybrid products (pure hardware products have become very rare) and pure software products (often in cloud-based or app solutions that are to be deployed across multiple mechatronic products). Processes for software development usually require different coordination or management structures than for mechatronics development.
A particular challenge in the introduction of the scaling framework, which is selected and adapted to the individual needs of a company, is the transformation of the roles at the management level. Group, department al-department al-departmental and divisional leaders move into Product Owner and Scrum Master or Agile Coaches at different levels or to stakeholders with a technology focus. It is crucial that these roles are clearly described and that the managers concerned are accompanied in the change. Especially when it comes to anchoring agility organizationally.
CO Improve's consultants have often accompanied such transformation processes in practice and know what matters. With empathy on the one hand, but also with the knowledge of which role and how to live in order to successfully implement the desired scaling framework, we accompany you.
- You get a smooth transition from classic to agile work for all teams.
- They receive clear structures for coordination and governance in the scale framework tailored to their needs.
- You achieve a clean transfer of roles for the executives.
- We take all people with us adequately.