Being a consultant can be a very rewarding role. Sometimes it can be glamourous, taking part of a high-profile project that will (upon success) lift you up as a great change-agent and successful person.
Being a consultant can also be a very tough role. Sometimes you are the problem (or at least, perceived to be). It’s easy to look at consultants and say: “Hey, this guy came in here and did such and such and look where we are now!” – When I hear this, I think of my Alma Mater and one of the most successful coaches around, Mr. Bobby Bowden… but that is another blog post for another day.
Mr. Proulx states that in regarding to transforming an organization to Agile:
I believe that small steps taken in the right direction are much better than attempting to quantum leap forward when it comes to large scale transitions.
I agree with this statement 100% and I would add to it that there are a many great ways to go about taking these small steps:
- Pilot particular areas of Agile within a team (or begin the conversation with your client)
- Pilot a particular project using some or all of the suggested agile techniques
- Begin involving some of the key figures in helping the organization move it’s projects along (Product Owner, specific Teams, ScrumMaster, or Project Leaders)
- Hold weekly training seminars at an hour long each to discuss certain Agile principles that your client would like to start doing
- Hold (my personal favorite) Pecha Kuchas around Agile approaches
- Or you can always write (flame) about it online!
There are many ways to implement Agile. Martin tells us that taking a hard-approach rarely works, meaning, that telling the client it’s your way or the highway, doesn’t work.
What are some ways that you have found work for your organization or clients?
More on Martin Proulx article here.