Having spent the last 6 years or so, mostly project managing things digital, web and mobile we selectively adopted some artefacts and ceremonies from Kanban and Scrum. However neither the organisation nor clients were ready to fully adopt Agile culture.
Meanwhile Agile has continued to find its way into traditionally conservative organisations including banking, accelerating in my opinion as Product Mindset becomes recognised.
There was agility before the Agile manifesto….
In my case, as a Studio Manager (over 20 years ago) a few things we got right in 1998 which I feel remain pertinent to two Agile priorities:
- Individuals and interactions over processes and tools
- Customer collaboration over contract negotiation
We certainly recognised and valued staff who could work in multi-function teams. We sought designers with technical aptitude and developers with an interest in the creative and aimed for some overlap in skill-sets. Typically we structured projects with a designer, developer and account manager. Any of whom might be project lead, based on the nature of the project or it’s stage in the life-cycle. i.e. a very creative project may well be lead by a designer, functionally complex projects lead by a developer and content driven projects typically by an account manager. Whoever lead would have the bulk of contact with the client.
At that time, laptops were rare and hot-desking impractical. Each person having a workstation often significantly customised, big and heavy.
We did however take the opportunity to redesign our studio and it’s furniture to facilitate quick and easy team flexibility. Instead of benches of workstations, we had specially designed furniture arranged in clusters of four. Within a cluster, the centre space was kept clear and computer screens were arranged to the outer edge enabling team members to easily converse and view screen content with a slight turn of the screen. Workstations consisted of desktop computer and monitor both on top of a customised mobile pedestal set of drawers. Changing teams was simply a matter of unplugging from the network and wheeling the workstation as a single piece to the next cluster.
I haven’t found an environment quite like it since. Of course, laptops and WIFI make the ‘wheelie-workstation’ less necessary. I remain proud of the work we did in that studio, my colleagues and the way we worked together.