More Questions on Agile from our PMXPO Attendees … Answered!!

We responded to one set of the extra questions from that very lively virtual event on PMI’s blog (check it out here), and now we are working our way down the list.

Q: In Agile, how does capacity (resourcing) get decided across projects?

 A: An agile organization has dedicated teams to a "product" and is continuously working on features and delivery as the Product Owner defines. Organizations that do not provide dedicated teams to a product will need to identify how work is accomplished/managed and define how resources will be assigned. Resource management is one of the top three most common problems within maturing project/product management PMOs and organizations. This is not an easy problem to solve!  However, if the organization is dedicated to meeting the customer needs via agile teams/approaches, then resource allocation should fit the requirement(s) of the work approach.

Q: "What was the biggest surprise when transitioning teams to Agile in your experience?"

A: It varies within an organization. My "aha" moment came when I realized that, within two months, our team was transformed! Business team members were sitting by the developer and collaborating on the solution;  the passion and a twinkle in the eyes of team members came out, and most importantly, we were releasing new functionality in a regular cadence. We were getting customer feedback on the product whilst still developing and incorporating feedback into future sprints. The business was happy, revenue was being realized sooner than 12 months, and the team had a new outlook in their job satisfaction. They actually felt they were making a contribution to the bottom line and to the customers. I have also experienced where clients who did not have leadership support in the "transition to agile" teams were not provided allocation/co-location for the opportunity to collaborate or access to a business product owner, etc. – that productivity and morale levels decreased. You must embark on the agile journey with thoughtful intention and engagement with appropriate leadership to make the transition worthwhile. Don't despair if leadership is not converted (yet) - find ways to showcase how an agile approach/team can improve and realize business value better and quicker.

Q: What do you do with a management team that is not Agile-friendly, even if the team is ready to work in an Agile manner?

A: This is a tough one, a scenario that many face. If management does not support agile, it won't be wholly successful. Agile methodology, in principle, is the business working side-by-side with the development team whilst delivering functionality in shorter cycles. This yields better engagement with the business and development teams and quicker-to-market products / functionality. If no one in leadership can see this value, then it will be a difficult uphill battle. Try to find an advocate on the leadership team to help champion. Is there an impactful project that can utilize agile methodology AND successfully showcase the approach? Unfortunately, until leadership can support this new approach, there is no magic button to change their minds.

You can still view the presentation where these questions were asked—free for PMI members—at the PMI Virtual Events site.

FAQs

How is capacity managed across Agile projects?

In mature Agile organizations, teams are dedicated to a product or value stream. Capacity is managed continuously by the Product Owner based on upcoming work. In less mature environments, resourcing must be intentionally designed to avoid over-allocation or context switching.

What was the biggest surprise in transitioning to Agile?

The rapid transformation in team morale and productivity was a standout. With collaboration, real-time feedback, and early delivery, teams felt ownership and renewed excitement in their work. However, a lack of leadership support can undermine these benefits quickly.

Can an Agile team succeed without leadership support?

It’s difficult. Agile success depends on leadership buy-in for cross-functional collaboration, access to business owners, and empowered teams. Without this, agile teams risk becoming isolated and unsupported.

How can I build leadership buy-in for Agile?

Start by identifying a leadership advocate willing to champion an Agile pilot. Focus on showcasing business value: shorter delivery cycles, faster feedback loops, and team empowerment. Demonstrated success builds trust and momentum.

Where can I view the original presentation?

PMI members can access the full session recording for free on the PMI Virtual Events site.