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A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well. Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
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If Weʼre Agile…Why Do We Need Managers?#!
##Ron Lichty, principal, Ron Lichty Consulting
author, Managing the Unmanageable!www.RonLichty.com, www.ManagingTheUnmanageable.net #
##
* Addison Wesley (Amazon, BarnesandNoble, InformIT.com)
http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb
© Ron Lichty 2
*
Ron Lichty,��� Managing Software People & Teams
SOFTWEST
© Ron Lichty 3
* Addison Wesley (Amazon, BarnesandNoble, InformIT.com)
http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb
© Ron Lichty 4
*
Management Training
• Isn’t it odd... – how long we expect programmers to have
studied the art of programming#– how little we expect managers to have
studied the art of managing?#
© Ron Lichty 5
Why we wrote:
© Ron Lichty 6 http://www.ManagingTheUnmanageable.net
Management Training
• Agile…#
© Ron Lichty 7
Managers
• Agile…#• Agile training…#
© Ron Lichty 8
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The Problem: ���Where Is the Manager?
ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp) © Ron Lichty
10
The Problem: ���Where Is the Manager?
© Ron Lichty
--Agile Learning Labs, Laura Powers © Ron Lichty 11
Managers and Agile • “A common misconception is that because
of this reliance on self-organizing teams, there is little or no role for leaders of agile teams. Nothing could be further from the truth.” ���--Mike Cohn, Succeeding with Agile
© Ron Lichty 12
Rules of Thumb / Nuggets of Wisdom*
* 300 in the book more at http://managingtheunmanageable.net/morerulesofthumb.html
© Ron Lichty 13
Managing the Unmanageable: Rules, Tools, and Insights for Managing Software
People and Teams • What’s unique about managing programmers • What’s unique about programmers • Finding and Hiring Great Programmers • Getting New Programmers Started Off Right • Managing People / Managing a Team • Managing Up, Out, and Yourself • Motivating Programmers and Teams • Establishing/Nurturing a Successful Culture • Managing Successful Software Delivery © Ron Lichty 14
Agile Management Roles
• Familiar management roles teams still need • Roles that change, sometimes dramatically • Roles (and styles) that are inappropriate
– Roles that are deprecated • Management roles that are new with agile
© Ron Lichty 15
Managers and Agile • Exercise!
© Ron Lichty 16
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Scaling Scrum • Removing Impediments • Counseling, Coaching and Mentoring • Hiring and Firing
© Ron Lichty 17
Managers and Agile • Creating an Agile Culture
© Ron Lichty 18
Creating an Agile Culture • Theory Y: “enabling”, “empowering”, “developmental",
“continuous improvement” -> Servant Leadership
McGregor's X-Y Theory © Ron Lichty 19
Managers and Agile • Creating an Agile Culture
Lean-Agile management is the art of leading people, not managing them... Leading people involves creating the correct environment, focusing them on the right things, and trusting them to do their work... ������In Lean-Agile, the manager has two primary responsibilities: ��� • setting the outcomes or goals expected of the team; ��� • assisting the doers in creating a better process and workspace to get their jobs done... ���--Alan Shalloway, Net Objectives
© Ron Lichty 20
Leaders and Agile • Rules of Thumb
Management sets the boundaries of what needs to be done and says to the team, I trust you to figure out how to get it done.
Leaders and Agile • Rules of Thumb
Trust but verify.
Leaders and Agile • Rules of Thumb
Trust but verify.
-‐ RONALD REAGAN
Leaders and Agile • Rules of Thumb
– imperative not to micromanage – the essence of delegation – setting expected outcomes for teams
Trust but verify.
-‐ RONALD REAGAN quo-ng VLADAMIR LENIN
Leaders and Agile • Rules of Thumb
Trust but verify.
-‐ RONALD REAGAN quo-ng VLADAMIR LENIN
I inspect what I expect.
-‐ ALAN LEFKOF, Netopia CEO, quo-ng LOU GERSTNER
Creating an Agile Culture • Establishing Culture
© Ron Lichty 26 http://www.ManagingTheUnmanageable.net
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Scaling Scrum • Removing Impediments • Counseling, Coaching and Mentoring • Hiring and Firing © Ron Lichty 27
Managers and Agile • Supporting Agile Values
http://www.ronlichty.com/study.html © Ron Lichty 28
Managers and Agile • Agile Adoption curve…
http://www.ronlichty.com/study.html - the 2014 Study © Ron Lichty 29
Managers and Agile • Supporting Agile Values Methodology You Use
Methodology You Associate with Increase Profits
Agile Blended (Some Waterfall and Some Agile) Lean Waterfall
Agile 73.9% 13.0% 9.8% 0.0%
Blended (Some Waterfall and Some Agile) 31.8% 46.2% 10.6% 6.1%
Lean 14.3% 0.0% 42.9% 14.3%
Waterfall 15.8% 50.0% 18.4% 13.2%
Don't Know 5.3% 42.1% 26.3% 5.3%
http://www.ronlichty.com/study.html - the 2013 Study © Ron Lichty 30
Leaders and Agile • Waterfall is wasteful
– but Waterfall seemed easy: it’s very concrete • Agile seems easy: it has practices
– but Agile is not practices
• Agile is a philosophy • What’s hard: breathing life into the practices
• making them your own • adapting them to the uniqueness of your teams,
people, culture, products
Managers and Agile • Supporting Agile Values
The Agile Manifesto
– We value: • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan
-- http://agilemanifesto.org/ © Ron Lichty 32
33 http://agilemanifesto.org/principles.html
Managers and Agile • Supporting Agile Values
Value the Agile Manifesto over sets of practices
– We value: • Individuals and interactions over processes and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following a plan
-- http://agilemanifesto.org/ © Ron Lichty 34
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Scaling Scrum • Removing Impediments • Counseling, Coaching and Mentoring • Hiring and Firing © Ron Lichty 35
Managers and Agile • Empowering Self-Organization & Excellence When teams self-organize there's still plenty for managers to do... a managers job is to engineer the organization so that teams can do their best work. ���--Esther Derby, co-founder, Scrum Alliance © Ron Lichty 36
Managers and Agile • Empowering Self-Organization & Excellence
Be a damper to the noise. --Joe Kleinschmidt, CTO John Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.uk
© Ron Lichty 37
Managers and Agile • Empowering Self-Organization & Excellence
© Ron Lichty 38 http://www.ManagingTheUnmanageable.net
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Scaling Scrum • Removing Impediments • Counseling, Coaching and Mentoring • Hiring and Firing © Ron Lichty 39
40
Scrum Teams
ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp) © Ron Lichty
Agile Organization best practices: example
• SAFe and Other Frameworks for Scaling Agile: A Case Study, http://blogs.versionone.com/agile_management/2014/03/25/safe-and-other-frameworks-for-scaling-agile-a-case-study/ © Ron Lichty 41
Leading “Guilds” that span Scrum Teams
• Kniberg calls them – “Chapters” that span “Squads”
© Ron Lichty 42 https://dl.dropbox.com/u/1018963/Articles/SpotifyScaling.pdf
Leading “Guilds” that span Scrum Teams
• Kniberg layers in “Guilds”: – Communities of Practice
© Ron Lichty 43 https://dl.dropbox.com/u/1018963/Articles/SpotifyScaling.pdf
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Scaling Scrum • Removing Impediments • Counseling, Coaching and Mentoring • Hiring and Firing © Ron Lichty 44
Managers and Agile • Removing Impediments
© Ron Lichty 45
Managers and Agile • Removing Impediments
“Managers are still needed. Not so much for their planning and controlling ability, but for the important job of interfacing on the team’s behalf with the rest of the organization.” ���--Diana Larsen, co-author, Agile Retrospectives
© Ron Lichty 46
Managers and Agile • Removing Impediments
Ensure your team has slack! (100% capacity begets bottlenecks!)
--photo (c) Bud Adams, SXC, www.aimpgh.com © Ron Lichty 47
Managers and Agile • Removing Impediments: Protect team focus!
(Guard against the waste of multitasking!)
--photo (c) jeweledlion, http://www.flickr.com/photos/jeweledlion/1502706553/ Some rights reserved © Ron Lichty 48
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Scaling Scrum • Removing Impediments • Counseling, Coaching and Mentoring • Hiring and Firing
© Ron Lichty 49
Managers and Agile • Counseling, Coaching and Mentoring
Photo by Esti Alvarez, Some rights reserved, http://www.Flickr.com/photos/esti/4638056301/ © Ron Lichty 50
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Scaling Scrum • Removing Impediments • Counseling, Coaching and Mentoring • Hiring and Firing
© Ron Lichty 51
Managers and Agile • Hiring and Firing Always be recruiting! --Mickey Mantle and Ron Lichty, ���Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams
© Ron Lichty 52
Managers and Agile • Hiring and Firing Always be recruiting! Deal with problem employees!
© Ron Lichty 53
Managers and Agile • Critical to agile transformational success • Key roles in agile • Managers must adapt to & own these roles • Starts by understanding these new roles • Agile demands that managers (like everyone
else) be proactive!
© Ron Lichty 54
Ron Lichty Consulting • Mentoring, coaching, interim and acting CTO / VP Eng roles:
– http://ronlichty.com, Ron at RonLichty.com
• The book: ���Managing the Unmanageable: ��� Rules, Tools & Insights for Managing Software People & Teams – http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb
• The annual study: ���The Study of Product Team Performance – http://ronlichty.com/study.html
• Training: The Agile Manager Managing Software People and Teams
© Ron Lichty 55
© Ron Lichty 56
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