Agile Mindset
You Did Not Tell Me To Do That
A big part of the Agile Mindset is empowering people to make decisions. Self‑managing teams understand working with unknowns is ok. They are comfortable uncovering and connecting the dots along the way.
Not Our Problem
Project delivery relies on people and teams working together. Doing your job is not enough. Non‑delivery means failure for the company, the team and you. Practicing 360 degree dependency management ensures delivery success.
Not My Job
Responsibility doesn’t end when you delegate a task. Agile teams track tasks until done, no matter who is doing. Blaming someone for a task not done, doesn’t get it done.
I’ll Give It A Go
Agile teams have high confidence of success because of collectively buy in. They also operate in a no blame environment. That’s why they never just “give it a go,” they always do their best, with any failure seen as an opportunity to learn, grow and improve.
We Need More Detail
Projects always need planning to succeed. But that planning needs to be balanced and not consume the majority of your most value resource – time. Being comfortable to progress with sufficient detail is a big part of the Agile Mindset. Along the way, as knowledge grows, a focused and tailored plan evolves.
Let’s Invite Everyone
This one focuses on those meetings with a cast of thousands. Meetings present us with opportunities to source information, make decisions and reach agreement. It should be limited to participants who can directly contribute. A maximum audience of 5-6 is optimal for efficiency.
Agile Sensei
Managing Difficult Personalities
Projects are too short to change life-long traits. Focus & promote those that assist delivery, use them to shape a positive mindset. If there are none, become super efficient to compensate. Build your experience. Learn what slowed progress and what overcame it. Next time, you will identify traits quicker & use what worked earlier.
What Makes a Project Complicated
With focus time most project challenges are resolved. Take away project space & time to manage, resolve & deliver – a challenge becomes complicated. Stakeholders are key contributors. But whether a challenge is technical or human, the approach is the same. Be proactive & engage early & avoid rather than repair.
To Motivate the Unmotivated
Changing those that cannot be motivated is challenging and rarely possible on a project. When managers are aware and have failed to act, it becomes complicated. Best to accept change will not occur and tailor delivery to compensate to ensure success.