Mistake No. 4: Encouraging Organizational Complexity
Mistake No. 4: Encouraging organizational complexity
The natural inclination when scaling almost anything is to introduce management layers, new policies, additional processes and other unnecessary checkpoints. Not surprisingly, this kind of overhead and complexity typically has an inverse relationship to adoption speed.
In an effort to maintain consistency and control, it is natural to want to add excess management oversight and require unnecessary documentation. Don't do it. Or, at least make every effort to minimize these tendencies. Simplicity is both one of the primary values of and critical success factors for scaling agile. Maintaining a commitment to simplicity when scaling agile processes and practices can drastically accelerate the internal rate of adoption. Adding needless complication is an invitation for failure.
Let the managers closest to the teams guide them toward the goals that have been set. Don't confuse day-to-day project visibility with knowing the rationale for every decision the team makes. Recognizing that teams are achieving positive results overall and understanding what teams can deliver on an incremental basis is a much better use of time. This insight will provide improved forecasting for future projects and allow for much quicker response time to changing business demands.