agile management ag ile m an ag e m en t management.pdf · • empower people and teams •...
TRANSCRIPT
Ag
ile
M an
ag e m en t Agile Management
Copyright Agesis AB
www.agesis.se 2
Build an Agile/Lean
organization culture!
• Management is important in an Agile organization
• Management is needed in order to support and house the “Agile machinery”
• But management functions do not necessarily need to be carried out by managers! – Involve or delegate power to teams, coaches and other
functions
Agile Management
Copyright Agesis AB
www.agesis.se 3
Adopting Agile
Practices, how to do it - Agile methods and tools
Vision, benefits and why - The wanted business effects!
Agile values and principles - To govern the wanted effects
- Creates context and alignment
Copyright Agesis AB
www.agesis.se 4
Preach visions and the wanted
business effects
• Communicate the wanted business effects, such as
‒ The importance of satisfied customers and that we need to
create short feed-back loops with our customers
‒ The importance of cutting lead-time and having processes
that favors short Time-To-Market
‒ The importance of responding to changes, seen from a
business/market perspective
‒ The importance of first-time quality
Copyright Agesis AB
www.agesis.se 5
Manager Manager
Manager
Avoid top-management
Copyright Agesis AB
www.agesis.se 6
issues/questions
Command and Control !!!
Copyright Agesis AB
www.agesis.se 7
Development Team Development Team
Agile values and principles
• Individuals and Interaction!
• Direct communication! Create trust!
Boost collaboration and direct
communication (no handovers)
Organization structures?
• Management and organization structures must
encourage and empower teams and team structures
to evolve and self-organize
Might be hard in traditional organization hierarchies…
Copyright Agesis AB
www.agesis.se 8
Leadership
• Empower people and teams
• Coaching / servant leadership
– Delegate responsibility and power
– Do not top-manage! Control by goals, guiding principles,
open questions (not how-to details)
– Motivate, challenge and energize people and team members
– Create trust, a No-Blame-Culture!
– Let the teams reflect on mistakes, learn and improve
Copyright Agesis AB
www.agesis.se 9
Leadership
• Remove impediments for progress
• Support improvement suggestions from the team
‒ Be present and close to the teams
‒ Listen, support and act!
• Embrace change!
Copyright Agesis AB
www.agesis.se 10
Delegation board, Management 3.0
Copyright Agesis AB
www.agesis.se 11
Be present
• Go to the real place and see for yourself (Gemba)
‒ Do not sit in your office and ”guess”!
‒ In order to really understand the situation
• To the customers to understand what they need
• To the teams to understand their challenges
‒ Visit stand-up meetings
o Listen but do not interfere
o Help to resolve impediments
‒ Visit reviews and demonstrations
• Support improvement suggestions
Copyright Agesis AB
www.agesis.se 12
Continuous Improvements (Kaizen)
• We want to create a reflecting, learning and
improving organization (culture)
• People must be motivated to suggest improvements
• The organization must welcome improvements
suggestions and support changes
• Not only on team level, but also for the organization
as a whole
Create an “improvement machinery” where the
organization can evolve
Copyright Agesis AB
www.agesis.se 13
Align supporting routines with Agile
• Budgeting and reporting
‒ Routines that enable ”responding to changes” ,seen from
a business perspective
‒ Keep options open (as far as possible)
‒ Delegate responsibility to Product Owners (Scrum) or to
similar roles/functions
‒ Make sure that the teams have really have freedom to
decide how to work (no impeding administrative routines)
‒ Use Agile tools and session to follow up progress
(eliminate additional/unnecessary routines and meetings)
Copyright Agesis AB
www.agesis.se 14
Align supporting routines with Agile
• Human Resources
‒ New roles and functions to consider
‒ New type of leadership needed
‒ Involve the teams in the recruitment processes
‒ What incitements to use to motivate, promote and reward
individuals, teams, managers and other functions?
‒ How to make “career” in an agile organization?
Copyright Agesis AB
www.agesis.se 15
Align supporting routines with Agile
• Other administrational routines …
• Other supporting processes …
• Procurement
‒ Suppliers, Vendors, Sub-contractor, …
• Office space and seating
• …
Copyright Agesis AB
www.agesis.se 16
• Communicate the vision and the wanted business effects
• Human Resources
– Resource management, collaborate with the teams
– Develop and grow competence, collaborate with the teams
• Servant leadership
– Create trust, delegate power, motivate and empower people/teams
– Be present, listen and support
• Support the “development machinery” (holistic view)
– See to the whole, the overall organization perspective
– Let efficient team and team structures form and self-organize
– Provide infrastructure and tools (listen to the actual needs)
• Continuous Improvements
– Grow and support a reflecting and learning culture (Kaizen)
– Support and sponsor improvement suggestions
– Help out to remove waste
Manager role, example
Copyright Agesis AB
www.agesis.se 17
Product Owner Scrum Master
Management
Coaching how and
boost performance What to do and why,
Business perspective
Resources, competence
Motivation, empowerment
Support, Infrastructure
Development Team
The producing unit …
Copyright Agesis AB
www.agesis.se 18
Example, “Extended Scrum Team”
