The Human Side of Agile

Gil Broza specializes in increasing organizational agility and team performance with minimal risk and thrashing. Dozens of companies seeking transformations, makeovers or improvements have relied on his pragmatic, modern and respectful support for customizing agile in their contexts. His book "The Agile Mind-Set" helps practitioners go beyond process and adopt a true agile approach to work. His book "The Human Side of Agile" is a practical book on leading agile teams to greatness. These days, several of the world's largest organizations are having him train hundreds of their managers in technology and business (up to VP level) on practical agile leadership. Get Gil's popular 20-session mini-program "Something Happened on the Way to Agile" free at OnTheWayToAgile.com.

  Agile   Talent Management   Teams   ProjectsAtWork  

To deliver great products and stay ahead of ever-changing demands, you need a team that’s self-organized, energetic and flexible. But how do you build it and lead it? In this new series, we start with the responsibilities of an agile team leader to the product, the process, the project and, of course, your people.

Whether you're a Scrum Master, project manager, functional manager, or team leader, you want to feel good about using Agile and to create the conditions for great results. But the project management skills you honed in traditional environments don't always apply to the role of Agile team leader. In this article, the first of a five-part series excerpted from my new book The Human Side of Agile, we outline an Agile team leader’s responsibilities, which encompass four broad areas: product, process, project and people.

As an Agile team leader, you work at the tactical level with a certain team, helping them meet development objectives. You guide situational delivery, where the value systems of the team and their customers align. Your responsibilities fall into four broad categories: people, product, process, and project. In your particular context, and given your talents and career path, you will not carry out each duty to the extreme. In addition, as your team evolves (and anytime you move to another team), you will tailor your responsibilities …

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