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"It is not the strongest of the species that survives, nor the most intelligent. But it is the one who is most adaptable to change" - Charles Darwin
Technology today is evolving rapidly at an exponential rate. Business entities in order to survive and thrive must adopt and adapt to technological advancements at a rapid rate. The dwindling profit margins, the shrinking in time to market, globalization, and the technological advancement of competitors mandate organizations to innovate put out their products and services as soon as possible.
Software project management has evolved rapidly over the last few years. Organizations large and small alike are rapidly transitioning into using Agile software development and engineering frameworks resulting in technology advancement at an exponentially rapid pace. The struggle of adopting and adapting to Agile delivery for organizations and teams alike is well understood and documented. The culture of the organization and the team plays an important role to facilitate this agile adoption.
The effects of globalization and technology have a direct impact on the Software Development Industry as well. Software project management too has evolved rapidly over the last few years to cater to this change. Organizations large and small alike are transitioning into using change-driven software development and engineering frameworks rather than sticking with plan-driven software project management approaches.
However, the struggle of adapting to Agile practices is a universal problem and this may the case for years to come. An area of difficulty in terms of this adaptation to agility is organization and team culture. Today, through this article we will look at the culture of traditional plan-driven software development organizations and then the requirement of culture for change-driven Agile Software Development organizations.
Culture as an enabler
Transformation into an Agile team should first happen at an organization level that they can be cascaded down to the team level. It is the senior leadership’s responsibility (owners and CXO’s) to embrace agility, and then to create the corporate values, beliefs, behaviors, and practices necessary to activate this culture. Scrum masters as the Agile leadership of the organization must understand this corporate culture and then adapt the same to teams as necessary. Schein defines the culture at 3 levels.
The Agile leadership is responsible for creating and communicating cultural elements at all 3 levels to team members so that they understand, embrace and develop the Agile culture.
Below is a depiction of 4 basic types of culture as defined by Handy (1999).
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Conclusion
Agile requires a paradigm shift, which is more specifically a shift in the culture of management to leadership. This must come from the top down and be embedded in corporate strategy. Harmonious dissemination of this information to all relevant stakeholders both internal and external will ensure the success of Agile projects.
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