Manager in Managerless World : Presented by Chandan Lal Patary
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Agile Manager/Leader Chandan lal patary
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Transcript of Manager in Managerless World : Presented by Chandan Lal Patary
Agile Manager/Leader
Chandan lal patary
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Who I Was?
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Agenda• Problem space and solution space• Leadership role in Agile world • Servant Leadership, Tribal Leadership• Building Self Organized Team ? • Project Manager and Line manger’s contribution in Agile
Transformation • How manager boost Agility • Conclusion• QA
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Challenges? World is changing very fast…..
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What Driving us for Changes?
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Disruptive Technologies 2025, what are the side effects?
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Technology penetration .. Changing World
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Evolving Organizational Structure
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Less Hierarchy and more flat to satisfy the agility need
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Disappearing Designations?a) Program Directorb) Senior Program Managerc) Program Managerd) Senior Project Managere) Project managerf) Test Managerg) Senior Quality assurance Engineersh) Quality assurance engineeri) Application Managerj) Business Analystk) Senior domain engineersl) …….m)……
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Where are the people? Automation will eating people!
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Everything is changing……• The nature of projects is changing
• Technology is rapidly changing
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• Different situation need different solution• Complicated and Complex system expect different roles to play
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The Cynefin Model: How do leader contributed in new world?
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Project manager/Leader in an agile environment?• What is the role for a project manager in an agile project?• Are traditional project management principles and practices
in conflict with agile principles and practices?• How does a typical project manager shape his or her career
to move in a more agile direction?
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Roles and responsibility mobilization
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• How do I survive?
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Declaration of Interdependence (DOI): project management side of an agile project
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Plan driven to Value Driven: From Jurgen Appelo Management 3.0
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What I have followed which worked for me?
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How Managers Boost Organizational agility?
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Tribal Leadership? Five Stages of Tribal Culture: we need to focus on moving our tribe up a level
Lean and Agile practices support the most granular layer – individuals, who come together and form small, tightly connected communities we call teams or tribes.
we need to focus on moving our tribe up a level.
Best way to get people to move up is simply to encourage them to start using the language and behaviors of the next level.
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How I had practiced servant leadership?
• I spent time with the team members to understand how can I serve them
• I look for their need and support them• Develop team members in various way to bring out the
best in them• Coach and encourage others to express themselves
• Listen and create a sense of community
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“The best architectures, requirements, and designs emerge from self-organising teams”, the Agile Manifesto announces: Who will build self organized team?
“Conditions for Self-Organizing in Human Systems” Glenda H. Eoyang
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How leaders are slowly releasing controls to build the self organized team
Hackman self organizing team
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Self-organising team does not happen overnight• Team needs to be supported and nurtured to make it work:• Self-organisation is an ongoing process: whenever the set-up changes, the
organisation and the team need to repeat the whole process.• Self-organized teams require coaching from outside
• Give them a compelling mission.
• Clear boundaries in terms of information flow, alignment with other organizational units, resources.
• Give the authority to self-manage within these boundaries
• Provide stability for some period of time
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Complexity leadership by Marion and Uhl-Bien (2001): Leadership model for today’s world
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“My Story” as a Agile PM, what I was doing to generate value• Allocating team members (staffing);• providing mentoring and coaching• Helping to Develop, execute and monitor the project’s schedule
cost/budget• Project cash flow/invoicing• Communications and risk response plans and procurement
management• Responsible for holding the kickoff meetings and also for scheduling and
facilitating other project meetings as needed
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My Story as a Agile PM, what I was doing to generate value
• Will take charge of preparing and communicating written and verbal status reports for the team members and stakeholders,
• Updating and archiving the project documentation as needed.
• Facilitating constant communications, including arranging daily meetings with the team, morning meetings with the client,
• Checking the backlog to ensure on-time completion of the project segments at the theme level
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Key areas Managers can value generate
• Resourcing – numbers and correct levels of skill
• General administration – arranging meetings, travel, project-management tool setup
• High-level project planning and tracking – meeting key customer milestones
• Tracking expenditure and customer billing• Commercial/legal. Do we have contract cover?
• Keep focusing on unfinished work
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Key areas Managers can value generate• Tracking of risks, issues and dependencies, and
escalation where required• Quality-control of documentation
• Communication – with customer, internally and with third partiesEspecially outside the immediate agile team
• Reporting – internal and external( Keep track on Metrics)• Some customers claim to be agile but not many really are, support them• The project manager provides the interface between our processes and
customer process
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Will I survive? Let us redefine our journey• I can be a Agile coach• I can be a Product Owner• I can be a CoP leader• I can be a Kanban lead• I can be a value generator• I can be a innovator and create a new framework• Inventory of what we each have to offer to the world• Teaching others through “each one teach one”
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God, grant me the serenityto accept the things I cannot change,the courage to change the things I can,and the wisdom to know the difference.REINHOLD NIEBUHR (1892–1971)
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Please ask question?
Question?
Question?
