Agile2011 - What do we supposed to do with these managers now?
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Transcript of Agile2011 - What do we supposed to do with these managers now?
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WHAT ARE WE SUPPOSED TO DO
WITH THESE MANAGERS NOW?
Skip Angel
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25 Industry7 Agile
@skipangel
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WE KNOW AGILE FOCUSES ON THE TEAM
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YET SOME ARE LEFT ASKING “WHERE DO I FIT?”
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ONE SUCH GROUP MANAGEMENT
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HOW DID WE GET HERE?
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“EVERY ORGANIZATION IS PERFECTLY ALIGNED TO ACHIEVE THE RESULTS IT’S GETTING.”
Stephen Covey
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SO WHAT HAPPENED HERE?
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THEORY X• If I did not drive my people
constantly, they would not get on with their work.
• I sometimes have to fire somebody or tongue-lash them to encourage others.
• Leaders have to lead by making all key decisions themselves.
• I find that most people are unambitious and must be forced to raise their sights.
• I keep my distance from the team since it is necessary for effective command.
Taylor
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THEORY Y• If somebody falls down on the
job, I must ask myself what I did wrong.
• I should sometimes take a back seat at meetings and let others take the lead.
• If I ask someone for their opinion on an issue, I try to do as they suggest.
• People should appraise their bosses as well as be appraised by them.
• Anyone can have creative, innovative ideas if they are encouraged.
Plan
Do
Check
Act
Deming
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NEW IDEAS EMERGE
•Delighting the Customer
• From Controller to Enabler
• From Bureaucracy to Dynamic Linking
• Radical Transparency
• From Command to Conversations
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... AND WHERE DO WE GO?
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OPTION 1: NEED TIME TO PROCESS CHANGE
What’s in it for me?
Am I gaining more than
losing?
Will I be supported by the
change?
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OPTION 2: CHANGE ROLES?
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OPTION 3: NOT EVERYONE FITS?
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OPTION 4: WILLING TO RE-INVENT YOURSELF ?
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MOVING FROM LEADER AS DIRECTING TOWARD....
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LEADER AS CATALYSING
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Directive Leadership Catalyst Leadership
Analytical Thinking Systemic Thinking
Either/Or Both/And
Unilateral Control Mutuality and Collaboration
Management through coordination and control
Management through design of environments
Deterministic Chaordic
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ATTRIBUTES OF A CATALYST LEADER
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INCLUSIVE, COLLABORATIVE
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FLEXIBLE, ADAPTIVE
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POSSIBILITY-ORIENTED
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FACILITATIVE
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SELF-REFLECTIVE
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COURAGEOUS
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FOCUS AT ALL LEVELS
Teamlevel
FocusCollaboration Quality
Management level
Organizationlevel
Systems ThinkingIncreasing throughput and not just cutting costs
Servant LeadershipServing others — including employees, customers,
and community — is the number one priority
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CHANGES IN MINDSET
Multitasking reduces ROI
Being responsible Progress visible & transparent
Sense of Urgency Continuous Improvement
Individuals and interactions
Quality
EmergenceSystems Thinking Throughput and not cost cutting
100% utilization is harmful
Center on providing value to the customer
Planning,not the plans Rethink teams Rethink schedules
Joint ownership Working software
Measure the right things
Organizational
Middle-Management
Not Manufacturing
Team
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WHERE CAN MANAGERS SUPPORT TEAMS?
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Principles
Minimal Processes
Teams
Barely SufficientTools
Outcomes
Keep it
Simple
Adaption
through
Learning
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Dev
BAQA
From Functional Teams...
REDUCE TEAM DEPENDENCIES
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beyond Component Teams to...
UI DB
Services
Interfaces
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Feature Teams
Feature Set 1
Feature Set 2
Feat
ure
Set
3
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REDUCE DEBT
•Technical Debt
•Quality Debt
•Software Configuration Debt
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•Partial Work
•Finding Info
•Delays
•Over Produce
•Extra Steps
•Defects
•Handoffs
MINIMIZE WASTE
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CREATE COLLABORATIVE ENVIRONMENTS
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INVEST IN LEARNING
Formal
Training
Communities
of Practice
Research
Time
Set
Based
Design
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WHERE CAN MANAGERS CHANGE THE
ORGANIZATION?
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EVERYBODY NEEDS TO
UNDERSTAND STRATEGY
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Culture of Learning
Culture of Fear
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OPTIMIZE THE WHOLE NOT THE PARTS
RequestApprove
and Prioritize
TechAssessment
Code and Test
Verify and Fix
Deploy
10 Min20 Min
3 Days 10 Days 10 Days 5 Days 3 Days
10 Min 30 Min 4 Hours 2 Hours 1 Hour12 Hours 6 Hours
4 Hours
X4 Hours
X X1 Day 4 Hours
X
2 Hours2 Hours
X X
1 Hour
X
5 Min
X
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Utilizationrate
HoursWorked
Burnout
Degree ofmultitasking
Teamenergy
Cycle Time
Queues &Bottlenecks
Rate ofReturn
Number ofdefects
Time to formteams
Ability torespond to
changes
Pressureto deliver
Effectiveness
Turnover
EVERYBODY NEEDS TO SOLVE THE PROBLEMS
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AGILE WILL HELP, BUT CANNOT ADDRESS ALL CHALLENGES
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AGILE IS NOT A “DEV” THING BUT A SIGNIFICANT
ORGANIZATIONAL CHANGE
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AGILE IS NOT A
DESTINATION BUT A
JOURNEY
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AGILE NEEDS STRONG
LEADERS TO MAKE THE
DIFFERENCE
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WILL YOU BE THAT LEADER?
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