Some of the key elements of this ongoing, deeply thoughtful introspection will be evaluating the congruency of these principles with your own personal experience and level of self-awareness in your professional work life. Remember – this will form the basis for a final written paper in which you will craft a personal leadership strategy for how, and to what degree, you will incorporate agile principles into your thinking and actions as a project manager or organizational technical leader. Please consider the following:
Agile is a mindset, a worldview: it is not a set of practices. As one of the tiger team project managers selected by your boss Jim Jones, you continue to ponder how AVI can make the transition to agile and lean for the new AeroHawk Program. For the past few weeks you have been conducting a deep-dive into the literature of agile and lean methods, and you are struggling with how to lead people using these concepts. As you envision what it would be like if you were appointed the senior technical manager responsible for executing the AeroHawk Program using agile and lean, you know there will continue to be significant pressure to achieve success no matter how much fanfare there is over agile. What happens when things start going wrong, and everyone is looking to you to conduct yourself according to these principles but you still must produce results? As you start to think deeply about the agile leadership values presented by Jim Highsmith, hopefully you are starting to acknowledge the reality of how hard this is going to be. For the two of the following questions and write down your thoughts:
In what specific ways and with what practices would you manage teams rather than tasks?”
In what specific ways and with what practices would you strive to adapt to change rather than simply conform to plans?
For each of the two questions you selected write a paragraph for this essay. Your paper should be approximately one page in length.
Sources to use:
Highsmith, J. (2009). Agile project management: creating innovative products. New York City, NY: Pearson Education.
Chapter 2 – Value Over Constraints (pp. 27-45)
Chapter 3 – Teams Over Tasks (pp. 47-61)
Chapter 4 – Adapting Over Conforming (pp. 63-76)
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