28 Mar Six Types of Relationships required for Agile
People are agile, so the key relationships between people and work need to be managed. When you understand these dynamic relationships, the reason Agile Management is so hard to implement and sustain is obvious.
There are six types of relationships that need to be continuously coordinated. The graphic below shows relationships that underpin Agile Management and are required to provide the decision-making information individuals need to be agile.
This graphic shows the six types of dynamic relationships that need to be concurrently coordinated.
- Type 1 – task-to-task relationships that show related tasks that achieve related goals
- Type 2 – task-to-ToDos (actions) relationships that show how the work will be done within each Task,
- Type 3 – internal team relationships that form individuals into a team,
- Type 4 – people (teams and individuals) to tasks relationships that identify the tasks each individual needs to see to understand their context,
- Type 5 – people (team and individual) to ToDos/actions relationships that show who will be doing the work, and
- Type 6 – external team relationships through the same individual in many teams.
Agile management is still in its early development where the six types of relationships are still largely managed manually. Manual time consuming methods, such as agile project management or Scrum, require a lot of training and the amount of work that can be intensively “micro” managed by team members is limited. Team members can be agile within the small part of work in focus, but it doesn’t facilitate a holistic approach where an individual needs to be agile across all the things they are doing.
Over 20 years TASKey has progressively developed and validated a distributed management method facilitated by WorkNav online and apps software that automatically manages all the six types of relationships concurrently. Using WorkNav all work (including strategies, projects, tasks and processes) can be concurrently and agilely managed by everyone involved.
With the complex dynamic enabling work being done in the background, individuals and teams have increased focused control and the information they need for agile decision-making. Plus they have more time to meaningfully work together to do real-work; so collaboration, performance and productivity can be significantly increased with less stress.
For more information on how to implement and sustain agile management, visit www.taskey.com