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Valerii Shypunov26 years old, married, 2 daughers (7 and 4).
Co-founder, shareholder, CTO @ Innocode
AgendaDifferent contexts of “we don’t need the managers’ talks
Scrum
Holacracy
Self-organising teams
Manager’s role
Innocode cases
No country for an old PMNeed to respond to the changes
Agile Manifesto, processes and methodologies (Scrum)
Organisational structures (Holacracy, for example)
Self-organisation
ScrumPM is not a ScrumMaster
Project size
Risk profile
Physical distribution
Complexity of the delivery process
Commercial boundary
Functional manager
Really?
Embrace self-management by April 30, or we'll give you a three-month severance package to leave.
By May, 210 Zappos employees, or 14% of the company, had taken the offer.
HolacracyManager-free operating structure that is composed, in theory, of equally privileged employees working in task-specific circles, often overlapping.
Roles are defined around the work, not people, and are updated regularly. People fill several roles.
Authority is truly distributed to teams and roles. Decisions are made locally.
The org structure is regularly updated via small iterations. Every team self-organizes.
Everyone is bound by the same rules, CEO included. Rules are visible to all.
Really?It's kind of deliciously ironic that self-management is being decreed from above.
People will say, ‘I like these five roles, and not these five’. Who does the other five?
Holacracy also doesn’t address compensation and promotion
It is easy to game the system of Holacracy, using its project-driven circle structure to essentially create a layer of middle management.
Self-organising teamsA group of motivated individuals, who work together toward a goal, have the ability and authority to take decisions and readily adapt to changing demands
Collaboration
Motivation
Autonomy
Creativity
A group of motivated individuals, who work together toward a goal, have the ability and authority to take decisions and readily adapt to changing demands.
Unconstrained Self-org
Manager’s roleCulture
Resources
Team structure
Alignment and goals
Boundaries and constrains
Mentoring
Cross-team collaboration
Feedback
Support and protect the teams
Innocode casesOut of 30 employees - 2 managers
Average team size ~6 people
QAs are playing the manager role on some projects
Smaller teams are without manager at all
Innocode casesStrong PO on the customer side
Facilitate
Alignment to the goals
Boundaries
Weak PO on the customer side
Proxy PO
Alignment to the goals
Facilitate
Thanks!We are looking for a PM - contact [email protected]
Twitter: @valerijko
Facebook:
fb.com/valerijko
fb.com/innocode.no