The Agile Project Management (APM) method of tackling a problem is like a collaborative game of painting a picture — it requires a group to be cooperative, creative and productive. The difference is the canvas upon which an APM team works is a code base and the artistry is in the elegant process of discovering a unique, yet simple solution to a technical problem.

Like a set of artists setting out to create a common masterpiece, technical experts are not used to working collaboratively nor are those who manage them. The challenge then, if an organization wants to apply an APM approach is to help everyone, especially the project managers and executive sponsors engage in the creative, collaborative and continual improvement techniques now known as Agile.

The unique nature of APM demands highly functional teams and leaders. APM relies on small, collaborative cross-functional teams that consist of representatives from all the stakeholders, i.e. customers, sales, design, coding and testing. APM emphasizes face-to-face communication over written documents. Agile projects are more iterative than projects in other environments. Agile projects involve frequent changes.

Managing projects in an APM environment is a challenging task. A balanced combination of collaborative, yet productive skills is required of the leader. An APM leader therefore needs to be strong on interpersonal skills and motivate his or her team without being a taskmaster. The APM manager needs to be able to develop a following and establish credibility even where she or he may not be the subject matter expert. On the other hand, APM leaders need to be project focused coping with the inevitable changes to deliver a continuous flow of the highest business value on time and on budget. Therefore flexibility, adaptability and balance are the premier skills of the APM leader. Frequent changes will demand a leader’s ability to demonstrate strengths in process innovation and thinking out-of-the-box skills. Strong communication skills and the willingness to allow the team to own its own work are a must.

Because an APM project is subject to frequent change, and therefore it needs team members who can adjust to those changes, brings on people with broad based skills instead of highly specialized technical skills. Interpersonal flexibility and adaptability are prized more than technical expertise. In fact, experts who want to be aloof and uncooperative will kill an APM implementation.

APM teams are cross-functional by nature, so it is important for the leader to continually engage people across the organization, so everyone understands the big picture. This will help to break down the silo mentality and assure scarce resources are allocated more appropriately.Being a member of a highly adaptable APM team requires individual members develop a strong set of emotional intelligence skills. Not only must they display an ability to get along with people from a variety of disciplines, and be a good team player, but they must also be able to play well within a network of customers, managers and other technologists.

As in the example of a group of painters getting together to paint their joint masterpiece, APM requires team members to be able to tolerate uncertainty and confusion long enough for something beautiful, unique and simple to emerge. Collaboration will be their ticket to success, but it will take patience, vision and persistence from those who lead such teams.

Senior Consultant Donn Peters, Psy.D. uses powerful, motivational and performance engineering technology to harness and then maximize the untapped potential of a company’s human resource assets (he can also help improve your golf handicap). He has consulted in the areas of organizational and management development since 1986, focusing on individual leader/manger development as well as helping organizations achieve cultural transformation.