This is a continuation of Agile Architect series:
- Part 1 — Stop Solving Problems
- Part 2 — Spend Time with the Teams
- Part 3 — Fail Fast
- Part 4 — Build Consensus
In 2015 we wrote an experience report for the Agile Alliance conference where we explored the role of an architect in agile organizations. In this paper ,we tell the story of Chris’ journey to gain a deeper understanding of servant leadership.
At first, the architect role seemed like a vestige from an old way of working. Big up front design. Detailed documentation. Command-and-control leadership. Our view was that this role was the antithesis of agile.
Through our experience, we learned that value of someone taking a high-level view and without sacrificing self-organization. A key is in the distinction between laissez-faire and aligned-autonomy. To build truly autonomous teams, we need to develop technical competency and organizational clarity, as discussed in “Turn the Ship Around.”
We hope this blog series has helped you get some practical ideas on how to lead as an architect. If you found this helpful or have additional ideas, please leave comments below, and we can continue the discussion.