Why Agile Coaches Are Essential In Transforming Leadership Mindsets
We review a true-to-life scenario, followed by thought-provoking questions.
Have you ever worked on an agile team and noticed new features and stories were slipped into the pipeline without the consent of the Product Owner? What behaviors unfold between the Product Owner and the person responsible for adding work under the radar?
The following case study presents a scenario between two people with competing priorities challenged with interpersonal conflict. We conclude the study with ten thought-provoking questions.
Case Study
Sam is a Development Manager who works on the peripherals of an agile team. While he is not actively involved with the day-to-day work, he manages the developers within the matrix environment. Sam is used to adding technical initiatives into the team’s pipeline through his direct reports; however, recently, he is getting push back from the new Product Owner, Kaleb.
Kaleb strives to reorient the team to work on a dedicated roadmap containing approved work with the highest business value. Since Sam’s initiatives come in through the “back door” and do not contain a business case with a value proposition, Kaleb is unwilling to accommodate Sam’s requests.
