Topic: Creating an Agile Team Environment
This unit’s discussion focuses on how the Project Manager can create an agile project team environment. Managing a project using an agile approach requires that the project team adopt an agile mindset that is open to change.
You are implementing a project in an organization that uses the traditional functional area line management structure. How would you overcome organizational silos that create impediments to the formation of for forming cross-functional agile teams?
1.
In general, when we hear the word “Silos,” We already know that those are essential to keep the grain protected on a farm when we relate it to the farm itself, but when we relate it to business and organization, Silo mentality is characterized by those individuals or divisions that withhold information from others in the organization for various reasons, which impedes productivity. Silo thinking damages credibility causes communication breakdowns and fosters complacency. When we see a siloed company, we see that they cannot act efficiently or take advantage of opportunities. Because of the siloed employee, the company cannot make educated, data-driven decisions where information is not readily exchanged.
In the case of overcoming silos for an organization, the management should develop proper strategies to decompose a silo mindset of the organization including, communication, also assessment, pay schemes, benefits, and the CRM, collaborating for mutual interests in collaboration with teams, interdepartmental schooling, job, and training. Project managers are serving leaders in an agile environment, focusing upon trainers who want assistance, promoting stronger cooperation in the team, and aligning the interests of stakeholders (Dave, 2019).
When we have a common vision in the organization, the priorities would transform the undermining silo mindset into a culture where there is a division of labor but not a division of knowledge. Those operating through silos would be able to do so with the aid of teamwork, open communication, and partnership for success. Executives may often regularly mention those general objectives in the organization so that they become part of the culture and have an impact on the organization.
They require that each department’s division-specific priorities match the company’s general objectives. Working together breaks down obstacles to teamwork, coordination, and innovation within the organization and has the potential to transcend organizational silos. Cross-functional teams are an integral part of agile development. They includes people with various complementary abilities who work together in sprints and iterations to complete tasks. There are short cycles in which small work lots are designed, checked and shipped (usually for one month or less), (Jessica, 2020).
References
Leotranter, (May 21, 2020). What does a cross-functional Agile team look like? Retrieved from https://www.extremeuncertainty.com/what-does-cross-functional-agile-team-look-like/
J. Exel, (Feb 8, 2018). CROSS-FUNCTIONAL TEAMS – PART ONE. Retrieved from https://www.agilemarketing.net/crossfunctional-teams/
2.
As defined by Gleeson, The Silo Mentality is a mindset present when certain departments or sectors do not wish to share information with others in the same company.This type of mentality will reduce efficiency in the overall operation, reduce morale, and may contribute to the demise of a productive company culture.
Silo mentality destroys trust, cuts off communications, and fosters complacency. Cooperation, communication, and collaboration are the three keys to working across silos. Several effective strategies can help a company break down the silo mentality and improve these traits across divisions and geographical areas.(Gleeson, 2013) Here are some strategies that can help break down silos and foster greater cross-functional collaboration across the entire organization:
1) Create a unified vision of team collaboration – In order to break down the silo mentality, department managers must have the vision that a free-flow of information will help the entire organization.
2) Work toward common goals using collaboration tools – A common problem of silo mentality is that people see things from their perspective and they are likely to make choices that protect their department rather than protecting the company as a whole. To combat this challenge, each person in the organization needs to work toward common goals. When people across the company have the same objectives, they are more likely to communicate better.
3) Educate, work, and train together – One way to break down silos is to educate, work, and train together in cross departmental exercises. Because companies already figure training costs into their budgets, collaborative training across divisions is a way to dovetail required training with collaborative, silo-breaking practices.
4) Communicate often – According to Neil Smith and Patricia O’Connell, though, the goal is not to destroy silos themselves but to eliminate resistance to share information. Managers may think that getting rid of silos is the answer, but the structure that silos bring is very important organizationally. They talk about the importance of communicating often.
5) Evaluate compensation plans – Compensation should reflect the goals that everyone should be working to accomplish, and each person will be motivated to focus on those goals. People will be motivated to collaborate, to communicate, and to cooperate when their take home pay gets involved.
6) Implement collaboration software – Sometimes, resistance to share information from others in the organization occurs due to organizational inefficiency or simply because people don’t take the effort to update shared information. A way to increase team collaboration would be by providing useful collaboration tools.
7) Create Shared Accountabilities – Once a unifying vision has been established and communicated, it needs to translate into the everyday behaviors of teams and individuals to take hold. Teams can benefit from having shared goals that pull them together rather than divide them.
Reference
Cornett, I. (2018, October 25). 6 Strategies for Breaking Down Silos in Your Organization. Eagle’s flight. https://www.eaglesflight.com/blog/6-strategies-for-breaking-down-silos-in-your-organization
Gleeson, B. (2013, October 2). The Silo Mentality: How To Break Down The Barriers. Forbes. https://www.forbes.com/sites/brentgleeson/2013/10/02/the-silo-mentality-how-to-break-down-the-barriers/
The Changing Role of the Modern Sales Team. (n.d.). Salesforce. https://www.salesforce.com/products/sales-cloud/resources/breaking-the-silo-mentality/
3.
Any type of change could be difficult to implement and gain support from different stakeholders at all levels. Introducing and selling the idea of an agile project team environment could be made easier if the project manager takes the time to present the new approach and highlight the benefits which could potentially appeal to many. “Part of your role as an agile advocate is to help others understand what agile is and is not, and the benefits that can be derived from a successful agile adoption.” (Sliger, M. & Broderick, S., 2009)
The use of an agile approach allows team members to be empowered. It also encourages diversity with new ideas. Accountability is very present in an agile environment. “Arming yourself with information about principles and values is vital to helping a team understand why the discipline of agile approaches is necessary and how that discipline can ultimately benefit them.” (Sliger, M. & Broderick, S., 2009) Depending on the culture of an organization it could help to transform a corporate culture.
The agile method allows for easier adaptability and decision making in a proactive way prior to things going too far down a road that would not result in success, which is often more prone to occur in a waterfall type set-up. “An approach that deals with the reality of continuous change or which incorporates discovery and learning throughout the project life cycle must be utilized instead. That approach is agile project management.” (White, K. R. J., 2008)
Ultimately, the agile method is not for everyone and those that prefer to work in a silo tend to be left behind as they are seen as not wanted to collaborate with other teams/departments in order to increase efficiencies and reduce redundancies to achieve a common project objective. “When there is no trust or respect from managers to workers, agile implementations will fail in that teams won’t be able to self-organize.” (Sliger, M. & Broderick, S., 2009) It is important to remain transparent as a project manager and trust the team once they have been provided clear instructions and understand their role and responsibility towards the project. Often this will peel away the barriers and created more comradery within a team.
Reference
Sliger, M. & Broderick, S. (2009). Selling agile: how to get buy-in from your team, customers, and managers. Paper presented at PMI® Global Congress 2009—North America, Orlando, FL. Newtown Square, PA: Project Management Institute.
White, K. R. J. (2008). Agile project management: a mandate for the changing business environment. Paper presented at PMI® Global Congress 2008—North America, Denver, CO. Newtown Square, PA: Project Management Institute.
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