Upload
techwellpresentations
View
17
Download
0
Tags:
Embed Size (px)
Citation preview
6/2/2015
1
Teaching Pointy-Haired Bossesto be Agile Enablers
@ryanripley
6/2/2015
2
#BSCADC
6/2/2015
3
“Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.”
--Norm Kerth, Project Retrospectives: A Handbook for Team Reviews
6/2/2015
4
Agile coaches can gain buy-in from managers during an agile transformation by focusing on their needs.
What is a manager?
6/2/2015
5
What does a manager do?
“Yet 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
6/2/2015
6
DILBERT © 2007 Scott Adams. Used By permission of UNIVERSAL UCLICK. All rights reserved.
6/2/2015
7
SCRUM IN ONE SLIDE
Development
Sprint Planning Sprint Review
Sprint Retrospective
Sprint
ROLES: Scrum Master, Product Owner, Developer
ARTIFACTS: Product Backlog, Sprint Backlog, Product Increment
6/2/2015
8
EVERYTHING YOU’VE DONE BEFORE IS WRONG
6/2/2015
9
??????
AGILE IMPACTS EVERYONE
•Organizational Change
• Leadership Change
• Team Change
• Status Change
• Job Description Change
•Role Change
•Culture Change
What does a manager stand to lose?
6/2/2015
10
We are telling managers to
give up the tools, methods,
processes, and behaviors
that have made them
successful.
6/2/2015
11
Management support is critical to the success of agile projects and agile adoptions.
LEADING CAUSES OF FAILED AGILE PROJECTSFrom the 9th Annual VersionOne State of Agile Report
©2015 VersionOne, Inc. - State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
42%
Company philosophy or culture at odds
with core agile values
37%
External pressure to follow traditional waterfall processes
38%
Lack of management support
30%
Insufficient training
33%A broader organizational or communications
problem
33%
Unwillingness of team to follow agile
6/2/2015
12
BARRIERS TO FURTHER AGILE ADOPTIONFrom the 9th Annual VersionOne State of Agile Report
©2015 VersionOne, Inc. - State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc.
22%
Concerns about a loss of management
control
24%
Management concerns about lack of upfront planning
29%Management support
44%
Ability to change organizational culture
34%General organizational resistance to change
35%Not enough personnel with necessary agile
experience
“People who ask others to change may not understand what value they are asking people to give up. And in fact, they may not appreciate or even notice what’s valuable to the people they expect to change.”
--Esther Derby
6/2/2015
13
MANAGER PERSONAS
6/2/2015
14
•NEEDS
•WANTS
•GOALS
•LIMITATIONS
How do we build personas?
6/2/2015
15
Talk to a manager!
What is your goal?
6/2/2015
16
Managers communicate their concerns and fears through the questions they ask.
What must be true for a person to ask that question?
6/2/2015
17
“What does it matter how many times I reassign team members, isn’t that what self-organization is for?”
“Agile is for IT. Why are you talking to HR and finance?"
6/2/2015
18
“Your team leaves at 5:00pm and refuse to work weekends. Why don’t they have a sense of urgency?”
“That developer is slacking. When is the scrum master going to take care of the poor performer?”
6/2/2015
19
Pay attention to the statements that managers make.
What must be true for a person to say that?
6/2/2015
20
“If the candidate does not have CSM after their name, they aren’t worth interviewing."
“You can’t coach if you’ve never developed software. Pick another scrum master for this team."
6/2/2015
21
“Teams ship working software at the end of each sprint. That’s why we implemented scrum. Work the weekends if you’re behind. The team needs to deliver on their commitments.”
“You teams velocity is worse than the other scrums teams. Find a way to get your velocity up, or we may have to reassign resources.”
6/2/2015
22
RESPONSES TO CHANGE ARE INVALUABLEWhat is the source of their resistance?
Does the manager know how to do what they are being asked to do?
Is there a personal conflict that is causing
resistance?
Is the manager a champion of the
old process?
Are there systems in place
that reward disruptive behavior?
Is the path to success unclear
to them?
What does the manager lose due
to the change?
Ryan RipleyPSM I, PSM II, PSE, CSM, PMI-ACP, PSPO I, PSD
10+ years experience on agile teams
GOALS
Add value back to the organization
NEEDS
To be recognized for the work and contributions
delivered to the team
WANTS
To foster a safe environment for
people to experiment and do creative work
LIMITATIONS
Lack of agile certifications
6/2/2015
23
“All mankind is divided into three classes: those that are immovable, those that are movable, and those that move.”
--Benjamin Franklin
Movers
• Aligned with change
• Motivated
• Eager to learn
• Coach the coaches candidates
Movables
• Some convincing required
• Early trust issues likely
• Support and coaching necessary
Immovables
• Resistant to change
• Disruptive
• Low trust
• Seeks to control change
• Requires significant coaching
6/2/2015
24
IMMOVABLES
MOVABLES
MOVERS
GOAL
“People don’t resist change. Change that’s presented as “Follow, or be fired!” feels like coercion. And most people resist coercion”
--Esther Derby
6/2/2015
25
IMMOVABLES
MOVABLES
MOVERS
GOAL
Influence vs Coercion
6/2/2015
26
There are no shortcuts
But here are some shortcuts
6/2/2015
27
Make sure people are ready to hear what you have to say.
You are going to face a lot of wrong premises about what makes safety and speed possible.
6/2/2015
28
“500 YARDS OF FOUL-SMELLING MUCK”
--Red “The Shawshank Redemption”
The management agile transformation
pipelineH
Self-organization does not initially feel safe or fast to a traditional manager.
6/2/2015
29
“A scrum teams job is to self-organize around the challenges, and within the boundaries and constraints, put in place by management.”
--Mike Cohn, Succeeding with Agile
SCRUM MANAGEMENT • Manage the boundaries
• Build Stable Teams• Hire people – Grow skills
• Act transparently
• Examine systems &
correct faulty ones
• Give guidance when
asked/needed
• Reach across org charts
• Definition of Done
• Continuous improvement
• Expect working software
every sprint
Vision – Direction – Goals
“I finally have time to do my job.”
6/2/2015
30
“Managers are still needed. Not so much for their planning and controlling ability, but for that important job of interfacing on the teams behalf with the rest of the organization.”
--Diana Larsen
“Managers are still needed. Not so much for their planning and controlling ability, but for that important job of interfacing on the teams behalf with the rest of the organization.”
--Diana Larsen
6/2/2015
31
http://agileanswerman.com
@ryanripley
Podcast available on iTunes,
Stitcher, and
AgileAnswerMan.Com
IMAGE ATTRIBUTION
“At the Office” - ©JnL – Flickr.com – Used with permission
“Ara Pacis” - ©Steven Zucker – Flickr.com – Creative Commons License
“Singleton Bank Rail Crash” – Public Domain“Elephant” - ©Jim the Photographer– Flickr.com – Creative Commons License
“Falling Businessman” - © Danomyte | Dreamstime.com - Falling Businessman Photo“Hey Listen” - ©Quinn Dombrowski – Flickr.com – Creative Commons License