Human Resource Management in Agile – Part 6
For part 5 of this series, please click here.
Here’s another article on human resource management. We will work in the efficiency aspect and introduce elements of discipline in Agile. Of course, some form of bracing is not harmful, if we do not then we fall from extreme to extreme. In addition, we will consider the human types may occur in the projects and which ones are desired, and which are not. We will also examine why one type may be desired, and which is not. We will say also, why is this happening and which features the team should develop, and which to destroy as soon as they occur. I’ll show also how employees can be selected, and show the purpose and path which is conducive to attaining it. We will also carry out the recruitment process, and I’ll talk about all the possible errors in it. The recruitment process is the most important when building a team.
Currently, many companies use Agile methodologies and Agile human resource management. Have you ever wondered why? The answer to this question is simple. This is something that simply pays off. This approach affects the quality of design and the speed of execution. In addition, the support of Agile methodology gives us a lot of things we can entrust our employees with and make sure that they will be able to handle. In the case of the old methodologies of software development, this approach to the topic was simply not feasible. Fortunately, someone came up with Agile methods for managing organizations.
As it turns out, collaboration and interaction is really a major factor in the efficiency of the software development process. All team members should be efficient in communication. Unfortunately, this applies not only engineers, but also to other people involved in the project, and here is another role of managers and project leaders in the manufacture of adaptive software. It is coaching. For everyone working according to the principles and methods of Agile, leaders must totally support all members of the team during the development of effective communication skills. This is the basis of effective cooperation with the rest of the project group.
The effectiveness of each team is also influenced by one very important thing, namely, the possibility of joint decision-making. Cooperation in the team is really the joint implementation of all tasks that serve to achieve a common goal, defined at the beginning of the project. At a time when the data tasks are carried out, often all members of the project teams encounter all kinds of obstacles. Usually several situations take place in which they are forced to take more or less control of the draft decision.
Very quickly, you can see how decisions are taken and how it is a team effort. The way in which the project team copes with this problem shows that it’s actually a team who gives the main valueto the work. When making decisions, the project manager must be involved in this process, but he can not force or impose his decisions, but sometimes also must show great firmness.
Very often when you realize innovative projects, you have to make millions of decisions. Sometimes, all available information to that end is very unclear and ambiguous. Design teams can often feel lost in such a situation and the right decision is what determines the success of the project. Always, if the case arises in the decision-making process, the project manager should step in with full vigor to take full initiative in the process. His job is to make the best decision, taking full responsibility for it. This will allow the team to effectively carry out all subsequent design work.
Discipline in Agile
After all, Agile also imposes some elements of discipline. The methodology promotes joint decision-making, but in an occasion of great importance, it defines the responsibilities of each member of the team for the resulting project. If the project team understands the concept of responsibility, we are always dealing with a well-functioning, self-organizing entity. Remember that if a member of the project team will perform at a specific time some task assigned to him, or undertake a particular team to provide certain key information, he must be aware that he takes full responsibility for these actions. In fact, both the manager of the team working under Agile methodology, and every one of its members, has a responsibility for keeping their word.
This ensures that we are able to build a level of trust in the team. Trust sometimes becomes a source of the appropriate use of the competence of each member of the project team. And it will significantly affect very positive cooperation in the project team.
Each project team as I have said is based on a strong self-organization and cooperation. Finally, it extends to the entire organization and the company. This is the most characteristic feature of all the teams that use Agile in their projects. But a self-organizing team will never be a teams that does not have a leader. It simply allows leaders to emerge from the organization. A self-organized project team that can not quite fully organize itself, also adapts itself to a variety of situations, to be free to face any problems at the time when they begin to appear. This methodology completely forces all the teams into some common behaviors. These teams usually have a common purpose, mutual trust and respect. What is more interesting, together they can quickly make all the decisions, even in not entirely clear situations.
Back to our discussion of the role of team leader in adaptive teams. It boils down to: control the teams, or influence decisions, persuade to take certain steps to facilitate the work of proposing, recommending some solutions and giving advice, in the event that the leader has the knowledge necessary to the other members of the project team.
The project leader also sets goals and limitations. On his shoulders rests how we define the environment in which the project will be implemented and actually reach a certain maturity. In fact, if we get a fully customizable team that is self-organized, it must be granted as much autonomy. For this purpose, the maximum is flattened band structure, to determine the unit to be really useful in a given project. Then the data is coaching individuals and disposal of these units, which in any case can not fit into the team.
If you look at the project team, I notice that it has a single structure made up of people with different personalities and skills. In addition, some of these people work in the organization, while others do not. Today’s style of work permitsfor some of the people to work on the project remotely. Agile is set up so that both people and the environment /work culture will always permeate each other. Created along the lines of the ecosystem, it is really very easy to disrupt. Any disorder of at least one of the elements of a stable system always has a very large impact on the stable operation of the project team.
Team building and defining human character
Note that sometimes people leave each organization. In the event that an employee with vast expertise leaves the company,, the problems begin. Then, each and every company will have to deal with it somehow. Mostly that’s when the project is fit for a new trial or a change in the process and project tasks. So as we can see, both the process itself and the surrounding ecosystem will then have some changes, some of which are larger, others smaller. Agile methodology shows that it really is not all processes that can be used in every project. This is why you should always be prepared for the project to modify, and then you can tap into those plans.
The success of each project is affected by how confident the people are and how they behave. In our case, we are interested first in all project team members who carry out the project. In fact, there are a lot of rules, practices and methodologies, which really are a guide about how to increase the likelihood of success of each project. They help to identify, and subsequently maintain certain behaviors in each team. Agile promotes such things as adaptive production of each product. The main behaviors which draw attention to this methodology are:
- independent thinking
- quick action
- interactions in the work environment
- group and individual product liability
- self-discipline of each person involved in the project
The Myers – Briggs psychological indicator deals with defining the characteristics and types of human personality, and it shows what should be characterized by project team members.
The first type of people are introverts. These are people who in their daily lives try to draw their power from their own internal world of ideas, emotions and sensations. The next desired type are those who are guided really only by intuition. They are trying to collect information in some metaphysical way, using a so-called sixth sense. And usually they take into account what might be or become. The next type is the so-called personality-minded person. In this case, all the decisions they make are the result of profound thought. These people are guided by logic. Another type of personality is the judgmental person. People are always trying to be the judges. They prefer life organized and planned. However, as the Bible says, “Judge not, lest you be judged.”
How to identify the right solution
In fact, the Agile manifesto contains all the rules that indicate the proper direction of all the teams’ adaptation. However, if we are dealing with the actual implementation of some development work, there is always need of specific practices. For the very structure of each process and all of our practices, we always create a certain minimum, and very flexible structural framework for all teams implementing the same. At the time when they are properly used, then we are dealing with a huge minimizing of the risk of human factors in any self-organizing teams.
Although Agile methodology is not really any universal methodology. It is not suitable for use in each of the projects. It can be really used only for certain types of projects. It is ideal for those organizations where employees are able to take a special look at the surrounding reality. Its assumptions are developing well in the case of projects where special emphasis is really on the speed of software development, mobility and quality. These three factors together are really the key to a company’s success, how a company relates to the market.
Agile really defines the strategic ability to create software and a rapid response to change. It is a methodology that really balances both flexibility and a robust structure of each organization. In companies that use it, it triggers extraordinary creativity and innovation. Additionally, it allows the organization to carry out any crisis and uncertain situations. With huge success it is used in situations that arise from the risks related to the human factor in any organization. Confirm the effectiveness of Agile companies such as Microsoft, Google and Yahoo.
As you can see, most of the companies have already moved on withAgile methodology. Using it pays in both small and medium-sized enterprises and large corporations. In this way they can easily compete in the domestic market and expand their influence throughout the world. Agile is similar to Zen; both know what is the soul, and both allow you to bring out the very best of everything. Thanks to the Agile approach to software development processes, we can explore zen programming and thus create software that has a soul and that really will fall into the heart of all users.
In this article, this is all, but it’s not over yet, when it comes to human resource management. It remains to you to wait patiently for the rest. I wish you a pleasant read, InfoSec resources.