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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 leading 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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Crash Course: Becoming an Agile Manager"
!"
"Ron Lichty, principal, Ron Lichty Consulting author, Managing the Unmanageable"
www.RonLichty.com, www.ManagingTheUnmanageable.net """
Ron Lichty,��� Managing Software People & Teams
SOFTWEST
* Addison Wesley published October 2012
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Why we wrote:
* Addison Wesley published October 2012
*
Rules of Thumb / Nuggets of Wisdom*
* 300 in the book
6
The Problem: ���Where Is the Manager?
ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)
7
The Problem: ���Where Is the Manager?
Agile Learning Labs, Laura Powers
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
Managers and Agile
• Roles your team still needs you to play • Roles (and styles) that are inappropriate • Roles that are deprecated • Roles that change, sometimes dramatically • Roles that are new
Managing the Unmanageable: Rules, Tools, and Insights for Managing Software
People and Teams • Why We Programmers Are Hard to Manage • Understanding Programmers • Finding and Hiring Great Programmers • Getting New Programmers Started Off Right • Managing Down • Managing Up, Out, and Yourself • Motivating Programmers • Establishing a Successful Programming Culture • Managing Successful Software Delivery
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Removing Impediments • Counseling, Coaching and Mentoring • Resource Management
Managers and Agile • Creating an Agile Culture
Managers and Agile • Creating an Agile Culture
McGregor's X-Y Theory From: Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams
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
Managers and Agile • Creating an Agile Culture
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Removing Impediments • Counseling, Coaching and Mentoring • Resource Management
Managers and Agile • Supporting Agile Values
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%
From The 2013 Study of Product Team Performance
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/
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/
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Removing Impediments • Counseling, Coaching and Mentoring • Resource Management
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
Managers and Agile • Empowering Self-Organization & Excellence
Be a damper to the noise. --Joe Kleinschmidt, CTO Image ID: 529149, Uploaded to http://www.sxc.hu/photo/529149 by winjohn on May 16, 2006, John Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.uk"
Managers and Agile • Empowering Self-Organization & Excellence
From Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, by Mickey W. Mantle and Ron Lichty
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Removing Impediments • Counseling, Coaching and Mentoring • Resource Management
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
Managers and Agile • Removing Impediments
Ensure slack: slack is critical to throughput 100% capacity results in bottlenecks
--photo (c) Bud Adams, SXC, www.aimpgh.com
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Removing Impediments • Counseling, Coaching and Mentoring • Resource Management
Managers and Agile • Counseling, Coaching and Mentoring
Photo by Esti Alvarez, Some rights reserved, http://www.Flickr.com/photos/esti/4638056301/
Managers and Agile • Creating an Agile Culture • Supporting Agile Values • Empowering Self-Organization & Excellence • Removing Impediments • Counseling, Coaching and Mentoring • Resource Management
Managers and Agile • Resource Management Always be recruiting! --Mickey Mantle and Ron Lichty, ���Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams
Managers and Agile • Resource Management Always be recruiting! Deal with problem employees
Managers and Agile • Critical to agile transformational success • Key roles in agile • Engage managers • Clarify managerial roles
Ron Lichty Consulting • Mentoring and Coaching and Consulting:
– http://ronlichty.com
• The book: ���Managing the Unmanageable: ��� Rules, Tools & Insights for Managing Software People & Teams – http://ManagingTheUnmanageable.net
• The study: ���2013 Study of Product Team Performance – http://ronlichty.blogspot.com
• Training: forthcoming: – “The Agile Manager” – “Managing Software People and Teams”
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