people should be looking at your prob-lems and how to resolve them.
How can people start to look at the problem itself, rather than at a projectmanagement approach or tool toresolve a problem?
Culture is slow to change, but the rstthing to do to move in the direction ocultural change is dene what it is thatyour company does. What is value inyour organization to your customers?Who are your customers, both inter-nal and external? As a CIO, [you] needto gure out what is the value that mydepartment, that my company, delivers,and how is that measured? Then look atthe things that are slowing the deliveryo that value. Next, create a culture thatis constantly picking away, in little bitsand pieces, at those problems, keepingyou rom getting there.To explain the cultural dierence:In
, Rother describes howToyota has a chord that is pulled to stopproduction i there is a problem. I askedmy class how many times they thinkthat chord is pulled in a day—they saidtwo, our, maybe six times. The answeris a thousand times in one day. I thatnumber dropped to 700 in the UnitesStates, we would celebrate the improve-ment. What happened at Toyota is themanager called an all-hands meetingand said, “We are down to 700. Thatmeans either people don’t eel comort-able pulling the chord when we should,or we are not pushing ourselves toimprove. Let’s get back up to a thou-sand.”Here in the States, i you raise the redfag in your PMO [project managementoce] and say, “This practice is a timewaster,” you get slapped or it. In theToyota culture, you are praised and told,“Great, let’s go x it.”
Is there also a fundamental disconnectbetween what people think Agile projectmanagement is and what it really is?
Most people who take my Agile andlean undamentals class just want tolearn what is this Agile thing and howdo I apply it? When we get into what itreally takes to do Scrum correctly, andthese are things that break it or mostcompanies—like the need or 100%dedicated people and teams and ullycross-unctional teams—they say theycan’t do that. With Agile, you need aspecializing generalist who can jump onmany tasks in a project backlog. In manyorganizations, that doesn’t work whenyou have very deep tools and technolo-gies where people really know that andonly that. People in the class say, “Well,having a dedicated team o people andgeneralists doesn’t work or me.”So the question is not, “How can Iapply agile?” but, “What is my unda-mental problem here and how can Iresolve it?” Most project managers like
expert briefing • JUly 2012
HoPPing on tHe Agile Project MAnAgeMent BAndwAgon