xp2011 - agile management tutorial
Post on 18-Oct-2014
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DESCRIPTION
Designed to be a 4 hour tutorial on Agile Management, went live at XP2011 conference (honestly, this would make a 6 hour tutorial :P... It's a selection of content from a two-day course, so forgive me :'DD)TRANSCRIPT
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Hi! Form a 2-3 people group
with someone you don’t know
Introduce yourselves Share what you’d like to
learn or discuss today Write it down on a post-it,
stick it to the board and repeat…Move!
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Agile Management Leadership on an Agile environment
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Ángel Medinilla!
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Ground Rules
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"What" ain't no country I ever heard of! They speak English in "What"?
Speak English (and help me do so!)
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* * *
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Mmmmm… Lunchtime…
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Disclaimer:
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Disclaimer:
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Disclaimer:
You (probably)
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Disclaimer:
You (probably)
Unintended audience (but of course you are welcome )
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Disclaimer II:
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“The Tao that can be expressed is not the eternal Tao” - Lao Tzu, Tao Te Ching
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Enough for a start…
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Management vs. Leadership
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The elephant problem
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Two main problems
Overused terms The fourth-dimensional problem
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Overused Terms
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Management
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Management
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Management
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Management
Establish a vision, communicate purpose
Determine goals (productivity, quality, innovation…)
Align efforts with goals Design & execute strategy Deal with clients and investors Coordinate, synchronize, mediate Assign resources Allocate costs Establish context, rules, constrains
and boundaries
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Management Structure growth: hire, fire,
organize… Determine salary policies Work at the portfolio level Improve the system
Create and sustain a Corporate Culture
Motivate, give credit Drive change Train employees
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An Agile view of Management
5thAnnual ”State of Agile Development” Survey, 2010
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Leadership
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Let’s go WAY back in time…
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Some centuries closer..
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Konosuke Matsushita
“Your firms are build on the Taylor model. Even worse, so are your heads. With your bosses doing the thinking while the workers wield the screwdrivers, you're convinced deep down that this is the right way to run the business. For you, the essence of good management is getting the ideas out of the heads of the bosses and into the hands of labour. […] the continued existence of firms depends on the day-to-day mobilisation of every ounce of intelligence".
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Konosuke Matsushita
- Dictatorial managers won’t feel the need of employees with decision making skills. Moreover, he will not take the time or trouble to develop their talents. He wants people to simply follow his orders, nothing more. - It is quite impossible for even a superior manager to do an adequate job solely on the basis of his limited individual capacities. His limited perception and knowledge will never let him understand the realities of the problems facing him or the true nature of management - Corporate ruin is the penalty to be paid by any company that cannot collect and develop a talented, cooperative work force. It is indispensable to collect wisdom from many sources.
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Leader: guide and role model
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Leaders
“You must be the change you want to see in the world.” - Gandhi
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Lean Leadership
“The fundamental principle of successful management is to allow subordinates to make full use of their ability”
Kaoru Ishikawa, quoted by M. Poppendieck
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Invisible and dispensable
“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” – Lao Tzu
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Leadership
” If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”
-Antoine De Saint-Exupery
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Agile
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1. Satisy your customer: early and continuous delivery 2. Adapt to change, even on late stages 3. Deliver working software frequently 4. Work together with business people daily 5. Motivation: environment and trust 6. Face to face communication 7. Measure working software 8. Sustainable pace 9. Technical Excellence 10. Simplicity 11. Self-organization 12. Continuous improvement
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Agile101 Estimate
Ouch!
Estimate
Replan R1.0 ¿R2.0?
BV
t
R1.0 ¿R2.0?
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Agile101 Estimate
Ouch!
Estimate
Replan R1.0 ¿R2.0?
BV
t
R1.0 ¿R2.0?
- Self-organized, Motivated team - Working on a sustainable pace - Collaborates with customer and business people daily - Communicates face to face - Strives for technical excellence - Reflects on how to improve, eliminates waste
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Values
Principles
Processes
Roles
Tools
Artifacts
Practices
Agile101
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The fourth-dimensional problem
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The evolution of the Scrum Master
ScrumButt Scrum Agile Nirvana
“The Scrum guy”
- Schedule meetings - List impediments
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The evolution of the Scrum Master
ScrumButt Scrum Agile Nirvana
“The Scrum guy”
“Scrum Mom”
- Schedule meetings - List impediments
- “I’ll take care of that” - Moderator - Diagnoses & Decides - Directly removes impediments - Team interface - Evades conflict (artificial harmony) - Does not really trust the team, still bossy
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The evolution of the Scrum Master
ScrumButt Scrum Agile Nirvana
“The Scrum guy”
“Scrum Mom”
True Scrum Master
- Schedule meetings - List impediments
- “I’ll take care of that” - Moderator - Diagnoses & Decides - Directly removes impediments - Team interface - Evades conflict (artificial harmony) - Does not really trust the team, still bossy
- Trainer, mentor - Facilitator - Motivator - Team gardener - Involves everyone - Progressively delegates - Collaboration - Innovation - Deals with Conflict - Change agent - Agile evangelist - Leader
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The evolution of the Scrum Master
ScrumButt Scrum Agile Nirvana
“The Scrum guy”
“Scrum Mom”
True Scrum Master
Scrum Sensei – Agile Coach
- Schedule meetings - List impediments
- “I’ll take care of that” - Moderator - Diagnoses & Decides - Directly removes impediments - Team interface - Evades conflict (artificial harmony) - Does not really trust the team, still bossy
- Listen - Master silence - Ask - Be a mirror
- Trainer, mentor - Facilitator - Motivator - Team gardener - Involves everyone - Progressively delegates - Collaboration - Innovation - Deals with Conflict - Change agent - Agile evangelist - Leader
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© 2010 Proyectalis Gestión de Proyectos S.L.
The evolution of the Scrum Master
ScrumButt Agile Nirvana
“The Scrum guy”
Scrum Sensei – Agile Coach
- Schedule meetings - List impediments
- Listen - Master silence - Ask - Be a mirror
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© 2010 Proyectalis Gestión de Proyectos S.L.
The evolution of the Scrum Master
ScrumButt Scrum Agile Nirvana
“The Scrum guy”
“Scrum Mom”
True Scrum Master
Scrum Sensei – Agile Coach
Decide Sell Consult Participate Advice Delegate Inquire
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© 2010 Proyectalis Gestión de Proyectos S.L.
The evolution of the Scrum Master
ScrumButt Scrum Agile Nirvana
“The Scrum guy”
“Scrum Mom”
True Scrum Master
Scrum Sensei – Agile Coach
Decide Sell Consult Participate Advice Delegate Inquire
Sprint Length
Estimate stories
Definition of done Team composition
Business strategy
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© 2010 Proyectalis Gestión de Proyectos S.L.
The evolution of the Scrum Master
ScrumButt Scrum Agile Nirvana
“The Scrum guy”
“Scrum Mom”
True Scrum Master
Scrum Sensei – Agile Coach
Decide Sell Consult Participate Advice Delegate Inquire
Sprint Length
Estimate stories
Definition of done Team composition
Business strategy
TEAM
SM
PO
Manager
Manager
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© 2010 Proyectalis Gestión de Proyectos S.L.
The evolution of the Scrum Master
ScrumButt Scrum Agile Nirvana
“The Scrum guy”
“Scrum Mom”
True Scrum Master
Scrum Sensei – Agile Coach
Decide Sell Consult Participate Advice Delegate Inquire
Sprint Length
Estimate stories
Definition of done Team composition
Business strategy
TEAM
SM
PO
Manager
Manager
C&C Coach (leader?)
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Agile Management
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Values
Principles
Processes
Roles
Tools
Artifacts
Practices
The Management 2.0 problem:
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Values
Principles
Processes
Roles
Tools
Artifacts
Practices
The Management 2.0 problem:
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The Nummi Plant experiment
Assembly Hours per Car
Assembly Defects per 100 Cars
Assembly Space per Car
Inventories of Parts ( Average )
Space used for Rework
Absenteeism
16
45
0,45
2 hours
none
none
31
130
0,75
2 weeks
15%
15%
General Motors Toyota
19
45
0,65
2 days
7%
1,5%
NUMMI
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The struggle with Taylorism
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Generation Bottleneck
Command & Control Measure, audit Diagnose, fix Tell people how things should be
done, micromanage Office politics “if it ain’t broke, don’t fix it” Keep people busy (“busyness”) Constantly change priorities Terrorize
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New kids on the block
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We had management in engineering. And the structure was tending to tell people, “No, you can't do that." So Google got rid of the managers. Now most engineers work in teams of three, with project leadership rotating among team members. If something isn't right, even if it's in a product that has already gone public, teams fix it without asking anyone.
For a while, I had 160 direct reports. No managers. It worked because the teams knew what they had to do. That set a cultural bit in people's heads: You are the boss. Don't wait to take the hill. Don't wait to be managed.
And if you fail, fine. On to the next idea. There's faith here in the ability of smart, well-motivated people to do the right thing. Anything that gets in the way of that is evil."
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Change!
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Change!
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Change!
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Change!
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Change!
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Management 3.0
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Management 3.0
A software team is a self organizing system: support it, don’t obstruct it
Agile Managers work the system around the team, not the people in the team
http://www.slideshare.net/jurgenappelo/what-is-agile-management
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Agile Management
Implement an Agile framework Focus on maximizing value and eliminating
waste: know and limit workload, concentrate on flow, lead time and delivery
Continuous improvement: system vision, spot bottlenecks, remove impediments, improve everything
Teamwork: protect the teams, involve everyone
Self-organization: empowerment, ownership, progressive delegation, move decission making the closests to the team as possible
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“Information Technology is 80% psychology and 20% technology. ”
– Jeff De Luca, autor de FDD (2000)
“What are you managing? The only thing you really manage here is your employees. End of story.."
– Stefan Falk, VP Strategic Business Innovation (2002)
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Oh, wait, wasn’t that HIS role?
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Manager SM / Agile Coach
Exercise:
Implement Agile Train
Mentor
Portfolio
Coach
Remove impediments
Structure
Hiring / Firing
Goals
Evangelize
Drive change
Systemic vision
Workload
Protect the team
Resources
Supra-structures
Conflicts
Boundaries
Constraints Lead
Agile ground-rules
Team development
Motivate
Listen
Rules
Define & empower corporate culture
Mantain & enforce corporate culture Coordinate
Individuals
Teams
Salaries, bonus
Context Agile tools
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Manager
Implement Agile
Train
Mentor
Portfolio
Coach
Remove impediments Structure
Hiring / Firing
Goals
Evangelize
Drive change
Systemic vision
Workload
Protect the team
Resources
Supra-structures
Conflicts
Boundaries
Constraints
Lead
Agile ground-rules
Team development
Maintain process
Motivate
Listen
Agile practices
Rules
Define & empower corporate culture
Mantain & enforce corporate culture
Coordinate
Individuals Teams
SM / Agile Coach
Salaries, bonus
!
Context
Agile tools
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Three subjects for this session
Motivation Self organizing teams Agile structures
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Three subjects for this session
Motivation Self organizing teams Agile structures Implementing Agile Worload / capacity
managent Kaizen / improvement Coaching / team growing Driving change …
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Motivation
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Dan Pink (2009-2010)
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Motivation (Pink ++) Autonomy
Clear goals Teamwork Commitment Empowerment
Security (hygiene) Labor conditions Transparency Communication Tolerance Justice
Mastery Skill Training Challenge Positive
reinforcement Quality
Purpose Results Progress Credit Celebration
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Steven Reiss, 16 forces (~2000) Acceptance, the need for approval Curiosity, the need to learn Eating, the need for food Family, the need to raise children Honor, the need to be loyal to the traditional values of one's clan/ethnic
group Idealism, the need for social justice Independence, the need for individuality Order, the need for organized, stable, predictable environments Physical activity, the need for exercise Power, the need for influence of will Romance, the need for sex Saving, the need to collect Social contact, the need for friends (peer relationships) Status, the need for social standing/importance Tranquility, the need to be safe Vengeance, the need to strike back/to win
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Jurgen Appelo, 16 forces (~2010) Acceptance, the need for approval Curiosity / mastery , the need to learn Eating, the need for food Family, the need to raise children Honor, the need to be loyal to the traditional values of one's clan/ethnic
group Idealism / purpose, the need for social justice Independence / autonomy, the need for individuality Order, the need for organized, stable, predictable environments Physical activity, the need for exercise Power, the need for influence of will Romance, the need for sex Saving, the need to collect Social contact, the need for friends (peer relationships) Status, the need for social standing/importance Tranquility, the need to be safe Vengeance, the need to strike back/to win
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Jurgen Appelo, 16 forces (~2010) Acceptance, the need for approval Curiosity / mastery , the need to learn Eating, the need for food Family, the need to raise children Honor, the need to be loyal to the traditional values of one's clan/ethnic
group Idealism / purpose, the need for social justice Independence / autonomy, the need for individuality Order, the need for organized, stable, predictable environments Physical activity, the need for exercise Power, the need for influence of will Romance, the need for sex Saving, the need to collect Social contact, the need for friends (peer relationships) Status, the need for social standing/importance Tranquility, the need to be safe Vengeance, the need to strike back/to win
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Synthesis Curiosity / mastery Idealism / purpose, honor Independence / autonomy, power Order, Tranquility, Saving (security) Social contact, acceptance, status
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Exercise: how to improve Curiosity / mastery Idealism / purpose, honor Independence / autonomy, power Order, Tranquility, Saving (security) Social contact, acceptance, status
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Don’t demotivate!
(anti-patterns)
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Fear
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Irrational (emotional) responses
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Evil
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Mixed Signals
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Resources Pool
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Give Hell
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Micromanagement
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Pression & Overcommitment
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Divide and set against
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Zero-sum games
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Office politics
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Information control
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Talibans & Zealots
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Broken promises
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Decide Diagnose
Fix and Solve
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Self-organization
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Semco Self-organized, self managed divisions No human resources department, no secretaries All workers set their own hours People decide what they want to work on: no career
plan, no job descriptions People decide their salary. Salaries and expenses are
openly shared. Everyone shares in the profit Teams hire their managers Hiring and firing are democratically decided Two free chairs at Board for any employee CEO role rotates every six months amongst six
counselors The owner’s office has been moved twice without his
approval
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“Possibly the most controversial initiative in Semco is to let employees set their own salaries. So called “experts” will rapidly show their narrow knowledge of human condition, assuming that everyone will try to, obviously, set the highest possible pay for their selves. Is the same argue we hear about letting people set their hours on a “seven day weekend”: the first idea that will come to your head is that people will come as late as possible or will never come. But that has never been our experience. As with self-established salaries.”
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Netflix vacation policy and tracking Until 2004 we had the standard model of N days per
year Meanwhile, we’re all working online some nights and
weekends, responding to emails at odd hours, and taking an afternoon now and then for personal time
An employee pointed out, “we don’t track hours worked per day or per week, so why are we tracking days of vacation per year?”
We realized we should focus on what people get done, not how many hours or days worked. Just as we don’t have an 9-5 day policy, we don’t need a vacation policy.
So Netflix Vacation Policy is “there is no policy or tracking”
“There is also no clothing policy at Netflix, but no one has come to work naked lately.” – Patty McCord, 2004
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Self- Ownership : improvement is not
only managerial stuff. Managers must ensure improvement takes place.
Empowerment: team progressively owns more authority to take decissions in order to achieve the goals set. They are responsible and accountable for performance and success on that goals.
Delegation does NOT reduce the amount of authority, responsibility or accountability of managers
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Is this anarchy?
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The gardener metaphor
Henrik Kniberg, “The Manager’s Role in Scrum” - Scrum Gathering 2007
Jurgen Appelo, “The purpose of Leadership” (~2010)
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Alignment
Self-organization can produce unwanted results Mafia Al-Qaeda
A context is needed to align self-organization with corporate goals
Context is enforced by boundaries and constraints
Authority still exists
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Good context
• Clearly related to company or functional goals
• Relative priority established • Quality / precision / refinement
level defined • Key stakeholders • Key metrics • Definition of done / success
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Netflix on context
Managers: When one of your talented people does something dumb, don’t blame them. Instead, ask yourself what context you failed to set.
Managers: When you are tempted to “control” your people, ask yourself what context you could set instead - Are you articulate and inspiring enough about goals and strategies?
High performance people will do better work if they understand the context
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Exercise
Form teams (Aye!) Discuss something dumb
your teams did (decide wich is the most dumb or funny story ) – 5 min
Try to set a context on that – what should’ve been told to the teams that wasn’t clearly defined? – 3 min
Debrief (2 min)
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Agile Structures
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Organizational Anti-Pattern
? ? ?
?
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Scrum 101
Product Owner Team
Scrum Master
Product Backlog
Sprint Backlog
Stakeholders
?
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Scrum structure / same product
?
?
?
? ?
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Scrum structure / same product
?
?
?
? ?
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Agile Hyper-specialists?
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Skills Matrix
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Scrum structure / same product
?
?
?
? ?
?
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Organizational anti-pattern
? ?
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Support teams Scattered knowledge Demotivation Care less about quality (“eat
your own dog food”) Repetitive errors (waste) Only advantage: protect the
team (can be solved using Scrumban or rotating support members)
Many of this considerations are applied to core / infrastructure teams
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Selected. Dev. Valid. Pending Integration Done!
Release Plan:
SP
RIN
T P
RIO
Fire!
ASA
P
Scrumbam Sprint Burn-down:
Buffer Burn-up:
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Scrum structure / several products - clients
?
?
?
? ?
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Organizational anti-pattern
?
?
?
? ?
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?
?
?
? ?
Scrum structure / several products - clients
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Organizational anti-patterm
?
?
?
? ?
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Communities of practice
?
?
?
? ?
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Communities of practice
?
?
?
? ?
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Communities of practice Standards and policies Tools Dependencies, coordination Best practices, lessons learned R&D, training Interviewing, hiring Relationship and interaction with
other communities Distributing resources amongst
teams
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Criteria for Scrum / Agile structures
Customer orientation Assign projects to teams, not
tasks to people or people to teams
Cross-functional teams (concept to cash)
Specialist with a tendence to overlap knowledge
Feature teams better than tech teams / silos
Self support better than support team
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“No, we can’t…” Are there any real impediments
beyond “change is hard?” Define if this impediments are not
in fact corporate dysfunctions to be solved
If they are not, try to start wherever you are and use kanban: evolve from there
If “you can’t” do Kanban that means there’s no value stream – Danger!
If you’re still there after a few months, maybe Agile is not for you – Admit it, and move on!
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Conclusions
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Conclusions Command and Control kills Agile, and shouldn’t be used on a
knowledge based, creativity dependant environment Agile Management cares about flow, value, change, improvement,
but also about teams, motivation and self-organization. Motivation of knowledge workers is deeply tied to security, autonomy,
mastery, purpose and social acceptance. Leadership sets a role model, a purpose, a vision and takes the first
step. There are many kind of leaders, and they don’t necessarily need authority.
Managers work with Scrum Masters / Team Leaders / Agile Coaches to protect the teams and allow them use their skills to the maximum.
Autonomy is key for motivation and self-organization. Autonomy must be obtained by the means of progressive delegation, good context and goal setting. Managers work the system around the team.
Most Agile structures favor feature / cross-functional teams and single entry point for work / prioritization
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This presentation is based upon the ideas and work of many people. And while I’ve tried to recognize copyrights and give credit and attribution where possible, I cannot possibly list them all, so if you feel like there’s something that should be added, changed or removed from this presentation, please drop me an e-mail at [email protected]
Special thanks for this one to Jurgen Appelo and Mary Poppendieck.
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