4 Duties for Agile Managers
Managers in agile organizations remain not only relevant but critical to supporting high-performing initiatives. They recruit and construct teams, gather and provide feedback, guide career paths, and coach results. If a manager isn’t engaged in these areas, it’s likely no one is, and the team will eventually suffer.
This is the second article in a series discussing the role and responsibilities of leaders — and specifically software development managers — in organizations that move to an agile framework. The first article —“5 Ways Agile Needs Managers” — described five responsibilities that the manager has to the product and the systems. In this installment, we will talk about the responsibilities that the manager has to the people and the company. While the responsibilities change, the desired outcome remains the same: a healthy, productive, growing team that continually delivers to the best of their ability and performs at the highest level.
1. Career Paths
Agile is a good methodology for creating high performing teams and products that customers love. What Agile doesn’t provide is career path guidance to anyone on that team, including developers, scrum masters and product owners. This isn’t truly a weakness in the methodology, but rather further proof that the role of development manager is still important.
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