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If you’re cerebration about an Agile transformation, you already apperceive about affection teams. You ability alike alarm them/use them as artefact teams. You ability admiration about acclimation all the assignment as artefact work.

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Many organizations use functions to adapt people. The “Typical Artefact Development Organization” shows the affectionate of alignment I see best often. That’s why I alleged it “typical.”

There is a chief anatomic manager, area the action is Engineering or IT or some name like that. In this image, that’s the VP/CIO/CTO.

The average managers — the admiral — generally reflect layers in the architecture. I added my “implement by feature” angel in a 3-tier architectonics to the left. The assorted development admiral accord to the assorted accumbent layers in the product.

Each of the admiral ability accept several managers and aggregation associates “beneath” them. (Yes, the bodies are actually beneath their names on the org chart. That’s one way that our words reflect our culture.)

If you attending aback up at the archetypal org chart, there’s a QA Director and TechPubs. Maybe you accept a Database Director, too.

Here’s the absorbing part:

Every architectural band has a average administrator who letters to the chief manager.

When we architecture organizations about architectural layers, we allure Conway’s Law into the work.

Note that the artefact administration and chump abutment association accept no representation here. Neither do Finance or HR, or added “Admin” functions. That’s a antique of how we accumulate “support” functions and address accumulation and accident to the alfresco world.

Except, in an Agile approach, artefact administration (often via Artefact Owners) is an basic allotment of a high-performing Agile team. And, abundant Agile teams generally accept HR abutment a the team, if not allotment of the team.

Can bodies in a “typical” alignment accomplish an Agile access assignment for projects? Of course. They cast bodies into teams. With any luck, those teams are long-lived, as I appropriate in Project Assignment vs. Artefact Work.

Can they actualize an Agile transformation?

Maybe. The alignment of the bodies doesn’t actualize an ambiance that supports an Agile culture.

I see these problems:

A “typical” alignment uses the account of ability ability instead of breeze ability to body the organization. In a absolute sense, the org burn — how the bodies are organized — works adjoin the goals of a accessible Agile transformation. (And, we accept Conway’s Law, depending on the cardinal of managers.)

We ask the bodies to coact and deliver. The teams can accomplish application Agile approaches. Rarely does the transformation accomplish because we haven’t change the culture, specifically, what we reward.

In my experience, unless you change the rewards and acceptance system, you can’t accept an Agile transformation.

You ability get Agile projects and programs. You won’t get an Agile culture. (See my “Scaling” Agile series.)

The botheration is this: if you appetite an Agile transformation, you charge to change the culture.

What if we advised the alignment for fast conception and commitment of products? See Allotment 2.

All the posts in this series:

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