Angela Gair posted an update
Hello, everyone! It’s been a while since I last posted, but I’m excited to share that my company has adopted Agile Scrum, and I’m currently collaborating with three Scrum teams. The teams are really enjoying it, and the collaboration and communication within them are inspiring.
However, there’s a bit of a learning curve for the Executive team. They often request new projects or tasks that fall outside of the current Sprint, and these requests come with urgent deadlines like “yesterday” or “ASAP.” We all know these deadlines aren’t feasible. This situation creates a ripple effect, impacting the tasks in the current Sprint and potentially delaying them into the next Sprint. How would you suggest handling such requests from the Executive team?
We’re still in the early stages of transitioning to Agile Scrum, so I’m eager to find a solution. One important point to mention is that we’ve been receiving urgent requests like “yesterday,” “ASAP,” and “stop what you’re doing and work on this” projects since I joined last May. However, the good news is that they are trainable! 😊
Pablo Soñez, Nelson Ingle and Tolu Ojewunmi2 Comments
Angela – so great to hear from you!
Glad to hear your company is going agile 😃
I’m curious to learn more about the dysfunction first, before jumping to any premature recommendations.
Please book a call with me via our Mentor Talks page – https://simplyagile.me/mentor-talks/
Let’s catchup soon1-
Hi @anggair, Embarking on a new journey is always exciting and, at times, challenging. As you are experiencing, some people are thrilled, and some are skeptics. During the mentors’ sync the other day, we discussed the bell curve for early adopters and laggards.
Apart from agreeing with @Nelson that we need to dig deeper into this, there are a few things I would like for you to share with the folks you talk with:
– What was the company’s modus operandi before shifting to Agile?
– Who made that decision, and What was its main reason?
– What training/consulting was provided to the organization during this transition?
There may be much more to discover here, but if someone decides to move to Agile for all the wrong reasons, then you have an uphill battle.
As a lean change management certified coach, I would be happy to explore this and provide recommendations if interested.
One of my pet peeves is that it’s moving to agile ways of working using the Scrum framework. (There’s nothing called Agile Scrum).
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