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Organizational change and Agile adoption

“When facing an Agile transition, QA managers get worried. They don’t see a job description for a ‘QA manager’ in the new Agile organization,” writes Agile expert Lisa Crispin in her tip, Transitioning to Agile development: What about quality assurance?

Crispin warns against eliminating QA departments, giving several benefits of keeping QA teams, yet still eliminating a silo mentality, and instead working using a “whole-team approach.” Crispin further expands upon this concept with a two-part series in which she explains the meaning of a “whole-team approach” and follows up with benefits and examples from her own personal experience.

“Above all, realize that successful Agile transitions don’t happen overnight. It takes years for the new teams to gel, for communication and collaboration among different roles and specialties to develop,” she advises.

One approach to gaining acceptance with organizational change is to use the KAA model: Knowledge, Attitude and Action. In Change management: Agile adoption with knowledge, attitude and action, I describe how this model can be used to help manage an Agile transition.

What are your thoughts? Has your organization recently gone through an Agile transition? What challenges did you face?

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