Senior management plays a critical role in the implementation of Agile/Lean. They need to discuss and agree on their vision for the Agile/Lean financial project. The management must also brainstorm to identify the project leader, team makeup, and business goals. The business needs to make timely market decisions and share all the knowledge with the development team. Senior managers have to support the development project so they must have a solid understanding of the technology being used. Management must get the development (agile) team involved from day ONE, your operations and support teams must be able to support the project from inception to maintenance. Management must take a business enterprise view of the project, exp: integration of new system to the legacy system. The Agile/Lean projects I have been involved with have had the upper management totally behind the methodology so we have been successful multiple times on multiple projects, At the C-Suite level, think of all of your corporate initiatives as a backlog, just like software developers think of future product features as a backlog and a burndown chart. Leaders need to focus on fewer things and move from a calendar-based planning process to continuous iterative planning. C-Suite individuals must see the leadership team as an agile scrum team that will prioritize the backlog based on importance, then tackle them in sequence until all are completed.
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