As known to all, in-depth knowledge is vital when an Agile Transformation consultant decides to initiate and execute an effective agile transformation. But what if you come to know that it’s not enough? Having knowledge of the methodologies and providing a mere explanation of them to the team members won’t suffice.
Moreover, one or two consultants providing training on Scrum to make the change effective might fall short. Rather intervention of an entire team of Agile Transformation Consultants is required to execute their responsibilities at several organizational levels.
Earn a Scrum Certification to successfully coach a scrum team. Enroll in the CSM certification training program at LearNow.
Having said that, let’s analyze the characteristics that this group of professionals should have, and how those attributes can be leveraged by the Agile Transformation Consultants based on the level of professional expertise they exhibit.
Agile Transformation Consultant: Team Attributes
Below are some of the attributes that an effective Agile Transformation Consultant team must possess.
Needless to say, if you aren’t skilled enough to do a job, better not to do it. The required skills under question over here should be enumerated, interviewed, recognized, and tested.
For an individual to carry out the Agile Transformation Consultant role, intensive knowledge of Agile literature and holding expertise in methodologies is of paramount importance. This enables them to become perfect trainers.
A certification course on scaling agile enhances the existing agile knowledge of an individual. As a result, knowledge-wise, obtaining a Scaled Agile Certification is a great way to stay updated.
Once they have the skills the next thing is to have the necessary experience. Many individuals do the mistake of considering experience to be a simple thing to gauge. However, when it is about transformation this theory won’t stand.
Having experience in launching Agile or executing a change doesn’t render anyone an expert to implement it everywhere. Since the characteristics and functioning style of each firm is distinct from those of others, one’s previous experiences might not work for a new venture.
Once a professional is a part of the transformation team he/she will need to adapt and steep into the environment and work culture of the organization. And along with that he/she has to modify the consulting style keeping abreast with the company's needs.
However, no matter how the culture is, every Agile Transformation Consultant should exhibit specific qualities, such as transparency and honesty. These attributes help in establishing trust which is one of the core factors of change.
Your Transformation team members should be involved and engaged in their community, such as, participating in conferences, sharing their knowledge through blogs and podcasts, etc. This encourages a consistent flow of knowledge within the community.
Systems thinking is a very special skill of envisaging how modification of a portion of a project can affect the other parts. Large-scale enterprise design is a systems challenge. Organizing large-scale enterprise change is also a systems issue.
Applying systems thinking is the 2nd principle of the SAFe framework. Earn a SAFe Certification to obtain a detailed understanding of the SAFe principles and framework.
Also, read The 12 Agile Principles Every Project Manager Should Know.
Forming A Team With The Combination Of Right Skillsets
In this section, let’s discuss the combination of the right skillsets necessary for the enterprise levels.
Junior Team Members
They are individuals who act as analysts or agile coaches. In all circumstances, you should strive to improve your IQ and EQ. These two areas are difficult to improve and will require time, so you want someone with excellent ratings instantly.
Your junior team members are the best choice as they are sharp, witty and hold strong opinions while at the same time they are trainable and flexible. Proper guidance, chances to implement innovative skills regularly and time to participate in the community events are all they need.
Senior Team Members
The higher and more strategic roles are for the senior team members. Some of the roles are namely, Program Coach, Expedition Lead, Technical Coach, etc.
The characteristics and requirements for high IQ and EQ scores do not differ much across junior and senior team members. Rather, the scope of priorities differs. Obeying superiors, emphasizing details, and doing follow-ups don’t hold much importance. This is because they often function on a higher conceptual level.
Executive Team Members
They will be in charge of the most senior positions and will be responsible for highly impacting the entire Transformation approach. They typically take on the job of Transformation Lead, or they are found supporting an account or an executive Lead.
Therefore, if an organization thinks of merely involving a couple of coaches and expects that an effective transformation would take place then it’s a totally wrong concept. As agile transformation is not just about adopting an Agile methodology. It involves demonstrable development, executive support, a reworking of obsolete technologies, and most importantly, educating and showing individuals a whole new style of working. And for that, an effective Agile Transformation Consultant Team is required to have the features and roles described above.
Also read, Why Agile Transformations Fail In The Corporate Environment?
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