I started this series writing about the need for coaches in Coaches, Managers, Collaboration, and Agile, Part 1. I continued in Coaches, Managers, Collaboration, and Agile, Part 2, talking about the changed role of managers in Agile. In this part, let me address the role of senior managers in Agile and how coaches might help.
For years, we have organized our people into silos. That meant we had middle managers who (with any luck) understood the function (testing or development) and/or the problem domain (think about the major chunks of your product such as Search, Admin, Diagnostics, the feature sets, etc.). I often saw technical organizations organized into product areas with directors at the top, and some functional directors such as those involved in test and quality and/or performance.
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