When you think of the term "Agile Mindset" and add management to the same sentence, one would think this combination an oxymoron. That is, the Agile mindset references the Agile Manifest and its four values and 12 principles and self-managing teams, while management oversees the operation of the team. This relationship looks challenging at the team level because a self-managed team does not need traditional management oversight.
Rather, applying an Agile approach to IT work implies a a new type of team whose efforts or skill sets are cross-functional working together in a cohesive self-organized and managed co-located work place. But where does management fit into the equation?
Although we would like to think of teams with cross functional skill sets nested into self-organized and managed team environments, not all managers or even the team members themselves, maybe familiar and/or have worked within this type of Agile mindset. Thus, applying an Agile mindset within the workplace is impacting not only the engineer but also the manager requiring both role and culture Alignment, Adoption, and Capability.
Alignment, Adoption, Capability
The Meaning of Change
Obtaining an Agile Mindset requires one to align, adopt, and have the capability to learn and change.
