Enhancing the Company HQ Section Using Agile Principles
Our Company HQ Section faced a substantial increase in workload due to our Brigade’s short notice Immediate Reaction Force rotation to Grafenwoehr, Germany. From the initial hectic two-week preparation to our return to home station, our HQ Section found itself stretched thin. The Company relied on the HQ Subsection Leaders, the Operations Sergeant, and me as the XO, to balance competing requirements. On top of that, some of us, myself included, were inexperienced in our roles. To achieve our mission, the HQ Section had to quickly transition away from the traditional directive leadership approach many had come to expect to remain effective.
The change we implemented was the inclusion of Agile Principles. This change empowered the HQ Subsections (Commo, CBRN, Armorer, Supply, Ops) to accomplish tasks with a greater degree of independence while anticipating and balancing changing requirements themselves. Agile is a form of small team-oriented, fast-paced project management. Agile originated in the software development industry due to the speed required to maintain competitiveness within the market. Agile Project Management allows teams to adapt to changing requirements and deliver value more efficiently. Like HQ Sections, Agile teams are comprised of ten or fewer cross-functional members. The size, structure, and principles of Agile Project Management served as our model for how an effective HQ Section could operate. By implementing certain Agile principles over time into our team culture, we enabled Subsections to operate with more autonomy, allowing them to continually improve their domains and make meaningful decisions with much less direct control. In lieu of traditional directive leadership, the Ops Sergeant and I emphasized our roles as servant leaders by providing support and eliminating obstacles as necessary while encouraging independence.
Agile is defined by twelve principles. Our team focused on the following three principles implemented over time to exploit the largest positive change:
Principle 1: Satisfy Customers through Early and Continuous Delivery of Value.
Our unit arrived in Grafenwoehr with the immediate challenge of establishing Company systems for equipment draw and maintenance of Army Prepositioned Stock (APS). HQ Subsections were expected to inventory, validate, sign for, distribute, and maintain APS equipment from a fleet that had seemingly little maintenance attention in the past several years. With this came a follow on mission; we were expected to begin training with this equipment as soon as possible. We focused the HQ Section on the fundamentals; prioritizing the the most important tasks first. The HQ Section exists to provide value in the form of specialized services to Platoons and framing the mission in that manner focused the Subsections on providing that service. What did Platoons need immediately and what could wait? In Agile, tasks are constantly prioritized by value that keeps the team focused on the end state. As requirements change, the backlog of tasks are prioritized to meet the changing environment. Identifying the most value-added tasks enabled Subsections to consistently deliver maximum value to the Company.
Principle 1 also emphasizes that the service the Subsection provides must be readily available and always usable. A focused HQ Section provides value to the Company by having maintenance and property systems prepared, regardless of external factors. Value in Agile projects is delivered after a specified period and repeated until correct. Subsections must be prepared to deliver their services continuously. To accomplish this most efficiently, the Subsections identified Platoon representatives and maintained communication with both Platoon leadership and the Ops Sergeant and XO as HQ Section leaders. Upon return to home station, we ensured each Subsection had its own space to organize its property to best deliver value. This principle encourages independence, collaboration outside of the Section, and the anticipation of requirements.
Principle 2: Welcome Changing Requirements.
In hectic times, frequent and rapid change is inevitable. In our transition from home station to Germany, our decrease in access to resources completely disrupted the Section’s usual workflow. Initially, our Section worked from USO Wi-Fi on two shared computers with no printer, the Battalion motorpool was about one-fourth the size of home station motorpool, and the only additional equipment the Company had was what was brought forward in two quadcons. Other Companies were operating in a similar degraded manner and Battalion staff pushed amended timelines and changes to orders daily. To combat the confusion, we pushed Subsections to anticipate upcoming requirements instead of reacting to change. Agile managers are instructed to welcome change. What could we do today to prepare for what we think the near future will be? This approach compelled Subsections to build trust with Platoons and actively seek information when it’s not readily available to make the best decision. It also promoted engagement with and training of the Platoon Representatives responsible for integrating the Subsection’s expertise into operations. We reinforced this principle by including all Subsections in every daily Company meeting and continued the practice upon return to home station.
Due to the limited space available in Germany, each Subsection’s equipment was always close at hand, and demanded a high level of organization. During modernization efforts upon return to home station, Subsections were encouraged to continue that high level of organization. We removed waste from Subsection areas by turning in or throwing out/recycling obsolete equipment. We established areas in the COF and motorpool where each Subsection can manage their own property. It is impossible to be adequately prepared for change in a state of disorganization and waste. Subsection should be prepared to issue and receive equipment to mitigate the risk of lost time. This principle shifts the HQ Section’s frame of mind from reaction to anticipation and continuous improvement.
Principle 11: Self-Organizing Teams Create the Most Value.
Highly motivated teams possess the ability to self-organize effectively, allowing teams to tackle problems at their own level with minimal guidance. Subsections in Germany self-organized within the Section, or, by collaborating outside of the HQ Section with Platoons, adjacent Company Subsections, or Staff Sections. Subsection Leaders even built relationships outside the Battalion. Our Armorer and Commo Rep formed relationships with SMEs from the Support Battalion to ensure their equipment remained mission-capable. Who can help me solve this problem? I was initially uncomfortable with some of the external collaboration because I felt like I was losing control. But I quickly came around when I saw the Subsection Leaders accomplishing tasks rapidly and forming strong working relationships with our sister organizations. While the Army may not always permit absolute self-organization due to personnel constraints, it is crucial to instill trust in Subsections and expand responsibility wherever possible. Agile prioritizes servant leadership, emphasizing the removal of obstacles and clear communication rather than the issuing of orders. This approach enables Subsections to execute their roles with greater efficiency. HQ Section leaders should equip Subsections with the necessary tools for success, encourage collaboration, and eliminate any barriers that impede their progress.
Collaboration is encouraged to allow Subsections to take ownership of their domain. While preparing for the field, a good relationship with Staff Sections ensured that Subsections were better equipped to serve Platoons as SMEs. A close relationship between the Armorer and maintainers, the Commo Rep and S6, or Supply and S4 provided each Subsection leader with MOS-specific expertise and guidance. We wanted to minimize dictating requirements unless necessary. Empowering Subsections enables Subsection leaders to establish vital relationships both within the Company and with corresponding Staff Sections. In Germany, there was not enough time for the XO or the Ops Sergeant to be present for every decision. We focused on clearing barriers to enable Subsections to provide the most value. Luckily for us, the Soldiers and NCOs of our Section were more than willing to bear a vast workload and build relationships. This principle fosters an environment where motivated teams thrive, and Subsections take ownership of their work.
Closing
Obviously in Grafenwoehr, Germany, our Company was not subjected to the trials of a combat deployment. However, a capable HQ Section becomes all the more important in that situation. Company operations are different in many ways from traditional applications of Agile. Most notably, Company operations do not have a single customer or product “feature” that you are getting approval for before making further progress. While not every aspect of Agile project management can or should be incorporated into Army operations, adding some Agile principles over time and as a team gave our HQ Section the ability to juggle tasks and provide Platoons with what they required to accomplish the mission.
Cam Houk, PMP, is an Engineer Officer currently at the Captain’s Career Course. He has a degree in Mechanical Engineering from Penn State University and is currently pursuing a degree in Engineering Management at Missouri S&T. Cam’s previously served as a Company Executive Officer for 10th Brigade Engineer Battalion, 1st Armored Brigade Combat Team, 3d Infantry Division during an Immediate Reaction Force rotation to Germany and upon return to home station for modernization.
