agile + management = antonyms?
TRANSCRIPT
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VILLIFIED MANAGERSAgile & Management = Antonyms? (09 May 2013 @ LSUG)
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About me
Michael ChikAgile & Lean Coach
[email protected]: @arsagilishttp://linkedin.com/in/michaelchik
Amnesty International
Macmillan Cancer Support
Plan International
Crisis UK
Ben & Jerry’s
Moonpig.com
Siemens
Walt Disney Company
Photobox
European Commission
Barclays
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IN THE BEGINNING
@arsagilisSource: 7th Annual State of Agile Development Survey, 2013 Version One
Traditional managementresponsibilities
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SELF-ORGANISATIO
N
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Managementis the problem
Dan PinkDrive: The Surprising Truth About What Motivates Us, 2011
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52% - Ability to change organisational culture
41% - General resistance to change
35% - Fitting agile into a non-agile framework
33% - Availability of people with right skills
31% - Management support
Source: 7th Annual State of Agile Development Survey, 2013 Version One
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4 OUT OF 5!!!!
Source: 7th Annual State of Agile Development Survey, 2013 Version One
@arsagilisSource: 7th Annual State of Agile Development Survey, 2013 Version One
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Between 28% and 56% of
employees expressed a desire to leave
their jobs
www.forbes.com/sites/susanadams/2011/11/10/employee-loyalty-dropping-worldwide/
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65% […] saidthey were either
somewhat or totallyunsatisfied.
www.forbes.com/sites/susanadams/2012/05/18/new-survey-majority-of-employees-dissatisfied
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Management is abouthuman beings. Its task is to
make people capable of joint performance […]. This is what organization is all about, and
it is the reason that management is the critical,
determiningfactor.
Peter F. DruckerManagement: Revised Edition, 2008; stolen from Jurgen Apello
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MANAGEMENT …
… is necessary!
Managers might be relieved to know:
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The English verb “to manage”was originally derived from the Italian maneggiare, meaning to handle and
train horses. […] This original meaning merged with the French
term menage,or household.
Cynthia F. Kurtz, David J. Snowden, “Bramble Bushes in a Thicket”http://cognia.com.au/Links%20and%20Vids/assets/
52_Bramble_Bushes_in_a_Thicket.pdfstolen from Jurgen Apello
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What are organisations?
ORGANISATIONS AS A
MACHINE
ScientificManageme
nt
Project Manageme
nt
Structured Programmi
ng
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ORGANISATIONS AS A SPORTS
TEAM
Six SigmaTheory Of Constraint
s
Business Process
Engineering
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ORGANISATIONS AS A COMMUNITY
Scrum
XP
Lean
AGILE
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ORGANISATIONS AS A COMPLEX
SYSTEM
Chaos Theory
Complexity Theory
Systems Thinking
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Management is abouthuman beings. Its task is tomake people capable of joint performance […]. This is what organization is all about, and
it is the reason that management is the critical,
determiningfactor.
Peter F. DruckerManagement: Revised Edition, 2008; stolen from Jurgen Apello
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Management is abouthuman beings.
What could be more complex than humans?
@arsagilis source: http://opte.org/maps
COMPLEXITYTHEORY
@arsagilisDave Snowden
source: http://lizkeogh.com/2012/03/11/cynefin-for-devs
Cynefinframework
@arsagilis Jurgen Appelo
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Complexity Theory
At the heart of Agile & LeanEg: self-organisation, feedback loops
Linear thinking:
Non-linear thinking:
2 + 5 = 7
3 + 6 = ?
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10 Hands-On Tips For Tomorrow!
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1) Stop: Open Door Policy
Probably fake Signifies there is still a door (and distance) Manager is in control of open/closed
Instead: Be close to the ground Sit with your team(s)
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2) Stop: Theory X Linearity
Theory X: Employees are inherently lazy and avoid work. They need monitored and controlled. Someone always needs to be responsible.
Bevahiour/Incentive A Behaviour B
Instead Realise: Best practice is always past practice Extrinsic motivators are unreliable
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3) Stop: Homophily
Homophily = Tendency to surround yourself with (and hire) people similar to you
Limits resilience of your complex social network
Instead: Embrace diversity Build cross-functional teams
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4) Start: Thank You Culture
Appreciation can go a long way “Thank you” is free Reward/appreciate publicly Encourage people to thank each other
Try Out: Kudo Box
(www.management30.com/workout/kudo-box)
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5) Start: 360 Feedback Poker Decide who you want to assess against which aspects The person who is being assessed is not allowed to talk during
the whole assessment Choose your first aspect for assessment Pick a poker card from 1 (=bad) to 20 (awesome) and put it on
the table upside down Once everybody is ready turn the card around revealing the
score The people with the highest and lowest score explain their
scoring Everybody is allowed to adjust their score if they want. Record
the average score Record the average, decide on next aspect to assess and
return to step 4.
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6) Start: Exploration Days
Remember Google’s 20% time? FedEx Day, ShipIt Day, Hackathon,Hack
Days, Education Days
Try Out: Start one just with your team and use
outcome to convince rest of the business
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7) Ask: "What can I do to help you do your best work?" It is your job to help them On their terms Acknowledges they can do their best
Try out: Be a servant leader Start delegating
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8) Start: Visualise Delegation1.Tell: make decision as the manager2.Sell: convince people about decision3.Consult: get input from team before
decision4.Agree: make decision together with
team5.Advise: influence decision made by
the team6.Inquire: ask feedback after decision
by team7.Delegate: no influence, let team work
it out
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9) Foster Diversity
Not just gender but everything Short / tall, skin colour, social background,
etc Does not stop with people Diversity in methods, strategies
Background: Diversity is the key to building resilience in
complex systems
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10) Stop money rewards / Start distributed reward systems Only for the daring adventurous Bonus systems are inherently flawed Stop promising rewards in advance Alternative: flat reward system Bonuses should be based on
collaboration
Try Out: Merit money
Money can’t buyhappiness, but it can make youawfully comfortable while you’re
being miserable.
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We should
not take our
models too
seriously.
Gerald M. WeinbergIntroduction to Systems Thinking; stolen from Jurgen Appelo
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Join me for drinks!
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Got questions? Call Me Maybe!
Michael ChikCSM, CSP, Prince2 Practitioner, PMP, Certified Coach, Certified Kanban Coaching Professional NLP Practitioner & Organiser of the London Scrum User Group
[email protected]: @arsagilishttp://linkedin.com/in/michaelchik
Slides available @ http://www.slideshare.net/casmaron/
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