The standard for project management

Facilitating organizational learning.

 Gather project velocity profiles and capture, store, and index 

retrospective findings.

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Managing stakeholders.

 Provide product owner training, guidance on acceptance testing, and how to evaluate 

and give feedback on systems. Champion the importance of subject matter experts (SMEs) to projects.

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Recruiting, selecting, and evaluating team leaders.

 Develop guidelines for interviewing agile practitioners.

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Executing specialized tasks for projects.

 Train and provide retrospective facilitators, create agreements with 

agile project troubleshooters, and provide mentors and coaches.

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6.7 ORGANIZATIONAL STRUCTURE

The structure of an organization strongly influences its ability to pivot to new information or shifting market needs. 

Here is a listing of key characteristics:

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Geography.

 Geographically distributed and dispersed project organizations may find several challenges impeding 

their work on any project. Project leaders and regional managers may have alternative or even competing goals. 

Additionally, cultural differences, language barriers, and lower visibility can slow down productivity. Fortunately, 

the use of agile approaches can encourage more collaboration and confidence than would otherwise exist. 

Project leaders in these contexts should encourage dialog at the team and executive level to tailor techniques for 

the context and to manage expectations about the effort required to do so.

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