agile leadership - agile dev practices 2011
Post on 07-Dec-2014
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AGILE LEADERSHIP
Where do managers fit?
20+ Industry5+ Agile
@skipangel
WE KNOW AGILE FOCUSES ON THE TEAM
YET SOME ARE LEFT ASKING “WHERE DO I FIT?”
ONE SUCH GROUP MANAGEMENT
HOW DID WE GET HERE?
“EVERY ORGANIZATION IS PERFECTLY ALIGNED TO ACHIEVE THE RESULTS IT’S GETTING.”
Stephen Covey
SO WHAT HAPPENED HERE?
THEORY X• If I did not drive my people
constantly, they would not get on with their work.
• I sometimes have to fire somebody or tongue-lash them to encourage others.
• Leaders have to lead by making all key decisions themselves.
• I find that most people are unambitious and must be forced to raise their sights.
• I keep my distance from the team since it is necessary for effective command.
Taylor
THEORY Y• If somebody falls down on the
job, I must ask myself what I did wrong.
• I should sometimes take a back seat at meetings and let others take the lead.
• If I ask someone for their opinion on an issue, I try to do as they suggest.
• People should appraise their bosses as well as be appraised by them.
• Anyone can have creative, innovative ideas if they are encouraged.
Plan
Do
Check
Act
Deming
NEW IDEAS EMERGE
•Delighting the Customer
• From Controller to Enabler
• From Bureaucracy to Dynamic Linking
• Radical Transparency
• From Command to Conversations
... AND WHERE DO WE GO?
MOVING FROM LEADER AS DIRECTING TOWARD....
LEADER AS CATALYSING
Directive Leadership Catalyst Leadership
Analytical Thinking Systemic Thinking
Either/Or Both/And
Unilateral Control Mutuality and Collaboration
Management through coordination and control
Management through design of environments
Deterministic Chaordic
ATTRIBUTES OF A CATALYST LEADER
INCLUSIVE, COLLABORATIVE
FLEXIBLE, ADAPTIVE
POSSIBILITY-ORIENTED
FACILITATIVE
SELF-REFLECTIVE
COURAGEOUS
FOCUS AT ALL LEVELS
Teamlevel
FocusCollaboration Quality
Management level
Organizationlevel
Systems ThinkingIncreasing throughput and not just cutting costs
Servant LeadershipServing others — including employees, customers,
and community — is the number one priority
CHANGES IN MINDSET
Multitasking reduces ROI
Being responsible Progress visible & transparent
Sense of Urgency Continuous Improvement
Individuals and interactions
Quality
EmergenceSystems Thinking Throughput and not cost cutting
100% utilization is harmful
Center on providing value to the customer
Planning,not the plans Rethink teams Rethink schedules
Joint ownership Working software
Measure the right things
Organizational
Middle-Management
Not Manufacturing
Team
WHERE CAN MANAGERS SUPPORT TEAMS?
Principles
Minimal Processes
Teams
Barely SufficientTools
Outcomes
Keep it
Simple
Adaption
through
Learning
Dev
BAQA
From Functional Teams...
REDUCE TEAM DEPENDENCIES
beyond Component Teams to...
UI DB
Services
Interfaces
Feature Teams
Feature Set 1
Feature Set 2
Feat
ure
Set
3
REDUCE DEBT
•Technical Debt
•Quality Debt
•Software Configuration Debt
•Partial Work
•Finding Info
•Delays
•Over Produce
•Extra Steps
•Defects
•Handoffs
MINIMIZE WASTE
CREATE COLLABORATIVE ENVIRONMENTS
INVEST IN LEARNING
Formal
Training
Communities
of Practice
Research
Time
Set
Based
Design
WHERE CAN MANAGERS CHANGE THE
ORGANIZATION?
EVERYBODY NEEDS TO
UNDERSTAND STRATEGY
Culture of Learning
Culture of Fear
OPTIMIZE THE WHOLE NOT THE PARTS
RequestApprove
and Prioritize
TechAssessment
Code and Test
Verify and Fix
Deploy
10 Min20 Min
3 Days 10 Days 10 Days 5 Days 3 Days
10 Min 30 Min 4 Hours 2 Hours 1 Hour12 Hours 6 Hours
4 Hours
X4 Hours
X X1 Day 4 Hours
X
2 Hours2 Hours
X X
1 Hour
X
5 Min
X
Utilizationrate
HoursWorked
Burnout
Degree ofmultitasking
Teamenergy
Cycle Time
Queues &Bottlenecks
Rate ofReturn
Number ofdefects
Time to formteams
Ability torespond to
changes
Pressureto deliver
Effectiveness
Turnover
EVERYBODY NEEDS TO SOLVE THE PROBLEMS
AGILE WILL HELP, BUT CANNOT ADDRESS ALL CHALLENGES
AGILE IS NOT A “DEV” THING BUT A SIGNIFICANT
ORGANIZATIONAL CHANGE
AGILE IS NOT A
DESTINATION BUT A
JOURNEY
AGILE NEEDS STRONG
LEADERS TO MAKE THE
DIFFERENCE
WILL YOU BE THAT LEADER?
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