Discover the key reason why project managers face challenges motivating agile staff during a company’s transition to a hybrid approach. Learn about the importance of servant leadership in agile teams and how it impacts team dynamics.
Table of Contents
Question
A company is moving to a hybrid approach and conducted capacity activities for all of the project managers. During these capacity-building activities, the focus was on agile approaches and team facilitation skills. When starting the implementation phase, the project managers faced issues motivating the newly hired agile staff.
Why are the project managers having issues motivating the agile staff?
A. Project managers are expected to become coaches in agile teams.
B. The agile staff is not used to being led by a project manager.
C. The capacity building activities missed the servant leadership concept transfer.
D. Transitional periods normally cause this type of problem.
Answer
C. The capacity building activities missed the servant leadership concept transfer.
Explanation
The most likely reason the project managers are having issues motivating the agile staff is that the capacity building activities missed the servant leadership concept transfer (Option C).
In a hybrid approach, project managers are expected to adopt a servant leadership style when working with agile teams. Servant leadership is a crucial concept in agile methodologies, where the leader focuses on empowering and supporting the team members to achieve their goals. This leadership style is different from the traditional command-and-control approach often used in non-agile environments.
If the capacity building activities did not adequately cover the servant leadership concept and its application in agile teams, the project managers may not have the necessary skills and mindset to effectively motivate and lead the agile staff. Without understanding and embracing servant leadership, project managers may struggle to create an environment that fosters collaboration, trust, and self-organization, which are essential for agile teams to thrive.
While project managers are expected to become coaches in agile teams (Option A), this alone does not explain the motivation issues. Coaching is just one aspect of servant leadership, and without a comprehensive understanding of the concept, coaching efforts may not be effective.
The agile staff’s unfamiliarity with being led by a project manager (Option B) is unlikely to be the primary reason for the motivation issues. In a hybrid approach, agile staff should expect to work with project managers who have adapted to agile methodologies and servant leadership.
Lastly, while transitional periods can cause problems (Option D), this is a general statement and does not specifically address the motivation issues faced by the project managers in this scenario.
In conclusion, the most likely reason for the project managers’ difficulties in motivating the agile staff is the lack of focus on servant leadership during the capacity building activities. To overcome this challenge, the organization should provide additional training and support to help project managers understand and apply servant leadership principles in their work with agile teams.
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