When this project was envisioned, it was possible to state a vision for the outcomes, but way too premature to try to describe specific outputs. Therefore, it made sense to use an agile approach. Success from this project is defined as helping the customer achieve their desired outcomes. These outcomes include securing arboreta status so the center could be rented more frequently and for a higher rate along with educating citizens, especially on native plants. An Agile approach allowed for increased visibility for stakeholders to see the plan implemented a bit at a time and to make adjustments. When certain early plans did not materialize, it allowed for adaptations. An example of this was when the garden tour date was announced for the first year of the arboretum, that date had already been rented out, so the arboretum could not be on the garden tour. Since an educational event is an essential component of arboreta status, plans shifted quickly to hosting local science teachers to encourage them to engage their students and with the state forester to bring in tree commissioners from other jurisdictions to show them how to create the arboretum. Anderson Township’s organizational structure has three elected Trustees with various departments and volunteer advisory committees. The departments impacted by this project include: planning and zoning (for the overall planning and how this fits in the community), operations (for maintenance), events (for site rental), and public works (for protecting greenspace). The committees offer advice. Each has one Trustee and at least one staff member who works with them. The citizen volunteers on each committee are appointed one year at a time, expected to attend bi-monthly meetings, encouraged to help further, and may reapply for future years. The committees impacted include: Tree (to promote appropriate tree planting and maintenance), Greenspace (to perpetually retain designated greenspace in its natural state), and WeTHRIVE! Anderson (to promote beauty, clean-up, and health). The Agile life cycle of this project started with the equivalent of a charter by the Trustees giving permission to apply for arboretum status. Arboretum status was granted based upon agreement to develop plans, maintain the facility, and use it for educational purposes. While the master plan was being developed, enthusiastic volunteers opportunistically planted some trees. It was determined that future plantings would only be accepted if they fit with the master plan. The master plan includes a vision statement, site conditions, design concept, both current and planned site maps, and recommendations specifically identified for the first year and generally identified for some time in the next four years. This master plan was iteratively developed by a few members of the Tree Committee with as much input as was possible to acquire from staff and other committees. It was presented to the Tree Committee, then the Trustees, then at the Trustees annual planning meeting with all managers from Township staff. This development and presenting of the master plan effectively shared the vision, helping to transition from initiation to planning and implantation. This master plan serves as a general roadmap for the next four or five years and specific plans for short-term development will be developed from it. Other Agile concepts are being used on this project. One is to demonstrate a proven approach. The site map and concept included a “buffer zone” to transition from lawn into woods. Even though all stakeholders saw that, it was not until flags were placed to show exact planting spots for trees and shrubs that some stakeholders envisioned exactly what was planned and then objected. The sites for the plantings were moved and the number of plantings were reduced in response. Further, some stakeholders have said to possibly wait a year for more planting to see how this looks and how maintenance is impacted. This is an example of operating in an experiment-based manner. Progress and plans are reported every two months to the Tree Committee and every year to the Trustees. One key question is how roles should be defined and who should fill each role. As the project started, the Greenspace Inspector took the active role from the Township side, acting as product owner. This person, however, did not have the full authority to also act as sponsor. Some of the other impacted staff functions provided active input and others did not. One Tree Committee member acted as scrum master. However, due to the pandemic and cold winter weather, meeting in person was very difficult. Since many people involved are volunteers, scheduling virtual meetings and even securing timely feedback was sometimes difficult. All projects meet challenges, and rather than use them as excuses, methods needed to be developed to overcome them. On this project, there were more informal meetings and calls and texts between two or three people rather than larger teams.
How can planning and implementation of this project be simplified?
Define roles and expectations for each role.
How would you get all stakeholders to work together if you were the scrum master?
What do you feel is a sustainable pace for this project and why?
How can team members effectively utilize the following Agile principles to advance these projects?
Accept simplicity
Embrace change
Maximize value
Provide and respond to rapid feedback
To simplify the planning and implementation of this project, the first step is to clearly define roles and set expectations for each role. This is fundamental in any Agile project as it ensures that everyone knows their responsibilities and contributions. In this context, several roles are involved, including Trustees, department heads, advisory committees, and volunteers.
For instance, the Trustees should primarily act as sponsors, providing the necessary support and resources, while department heads like the Greenspace Inspector can take on the role of a product owner, making decisions on project direction and priorities. Advisory committees should be actively engaged in providing input and feedback, and volunteers should understand their specific contributions and commitments.
Getting All Stakeholders to Work Together as a Scrum Master
As a Scrum Master in this project, fostering collaboration and alignment among stakeholders is crucial. Here’s how it can be achieved:
Clear Communication: Ensure that all stakeholders are aware of project goals, progress, and any changes. Regularly scheduled meetings and updates can help in this regard.
Facilitate Collaboration: Encourage cross-functional collaboration between different departments and committees. For example, the Tree Committee and Greenspace Committee should work closely to align tree planting efforts with greenspace preservation goals.
Conflict Resolution: Address conflicts promptly and constructively. When objections arise, facilitate discussions to find common ground and reach consensus.
Empower Teams: Empower volunteers and committee members to take ownership of their responsibilities and make decisions within their domains. This autonomy can drive motivation and efficiency.
Adaptability: Embrace change and be open to adjustments in the project plan as necessary. This can be achieved through iterative planning and regular feedback loops.
Sustainable Pace for the Project
A sustainable pace for this project is crucial to prevent burnout and maintain long-term productivity. Given the involvement of volunteers and the need for ongoing maintenance and educational efforts, a sustainable pace might involve:
Regular but Realistic Progress: Set achievable goals and milestones, ensuring that progress is consistent but not rushed. This prevents overloading team members with too many tasks at once.
Flexibility: Be adaptable in response to external factors such as the weather, volunteer availability, or changing priorities. Adjust timelines as needed.
Balancing Workloads: Distribute tasks and responsibilities evenly among volunteers and committee members to avoid overburdening a few individuals.
Scheduled Rest: Incorporate breaks and downtime into the project schedule. Recognize that volunteers may have other commitments and may need to balance their involvement.
Feedback-Driven Improvement: Continuously collect feedback from team members and stakeholders to identify areas where the pace can be optimized for efficiency and well-being.
Utilizing Agile Principles
Accept Simplicity: Embrace simplicity in project planning and execution. Avoid unnecessary complexity by focusing on the most critical outcomes. Ensure that the master plan and short-term development plans are clear and concise, making it easier for stakeholders to understand and support the project.
Embrace Change: Be open to change and adaptation. As demonstrated in this project, when challenges or objections arise, be willing to adjust plans and strategies to accommodate new information or circumstances.
Maximize Value: Prioritize activities that deliver the highest value to the project’s objectives. For instance, allocate resources and efforts to activities that contribute most to securing arboreta status and educating citizens on native plants, as these are the key desired outcomes.
Provide and Respond to Rapid Feedback: Establish a culture of continuous feedback. Regularly solicit input from stakeholders and team members to identify areas for improvement and make timely adjustments. Use feedback loops to enhance project performance.
In conclusion, simplifying the planning and implementation of this project involves clear role definition, effective stakeholder collaboration, a sustainable pace, and adherence to Agile principles such as simplicity, adaptability, value maximization, and rapid feedback. By incorporating these strategies, the project can achieve its goals more efficiently and effectively while ensuring the satisfaction and engagement of all stakeholders.
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