Concrete Experimentation in Scrum at Scrum Gathering Shanghai 2015
Managers In Scrum
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Transcript of Managers In Scrum
Managers in ScrumManagers in ScrumRoman Pichler
QCon London 2008
© 2008 Pichler Consulting Ltd 2
About meAbout meRoman PichlerConsultant and AuthorLean and Scrum
Tel.: +44 (0) 7974 [email protected]
© 2008 Pichler Consulting Ltd 3
AgendaAgenda1. Traditional Management Systems
How most companies are managed
2. Scrum Management Practices
3. TransitionMake Scrum a continued success
What’s left to do once Scrum has beenestablished
© 2008 Pichler Consulting Ltd 4
Traditional Management SystemsTraditional Management SystemsHow most companies are managedHow most companies are managed
© 2008 Pichler Consulting Ltd 5
The EnterpriseThe Enterprise
CEO
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Subordinate
Manager
Command and ControlCommand and Control
Complies and executes
Reports
Receivesreports
Makes decisionsGives orders
Source: Allen C. Ward, Lean Process and Product Development
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Scrum Management PracticesScrum Management PracticesWhatWhat’’s left to do once Scrum has been s left to do once Scrum has been establishedestablished
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A New PerspectiveA New Perspective
CEO
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OverviewOverview
Empowerment
Quality-first ContinuousImprovement
Standardisation
Servant-leadership
EmpiricalManagement
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Servant-leadershipServant-leadership• Lead by serving others
– Servant-first, leader-second– The servant as leader
• Help the team and its members to grow and to develop– Practise kindness and be caring– Help to create the right work environment
• Always show respect to the individual– Honour the effort and goodwill even if you do
not agree with the work
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Empirical ManagementEmpirical Management• Make decisions on the basis of facts and
empirical evidence– Go and see for yourself– Reports and numbers alone are not sufficient– Transparency is the prerequisites of inspect-
and-adapt
• Managers engage with employees to understand what’s happening where the actual work is done– Ask questions, share observations – Make helpful suggestions to assist and guide– No micro management!
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EmpowermentEmpowerment• Delegate decision making authority to the
lowest possible level– Collaboration instead of command and control,
micro management or laissez faire
• Authority and responsibility are united– The team as the authority to select the
requirements to be transformed into a product increment and the team is fully responsible for meeting its commitment
– Enables ownership and learning
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Quality-firstQuality-first• Quality is built into the product right from
the start– Stop creating and shipping junk– Build a quality culture
• A problem is not a problem but a treasure– “Get it right” instead of “get it out”
• Encourage and empower the teams to identify and rectify problems together with their root causes
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Continuous ImprovementContinuous Improvement• Continuous improvement is the daily activity to
improve the workplace– Encourage and empower the teams to challenge the
status quo on an ongoing basis– Wasteful activities are identified and removed; work is
made more enjoyable
• Once an organisation has stopped improving, it has stopped being good
• Causes continuous innovation and change– Learning, non-judgmental, non-blaming approach– Opposite of “do not rock the boat” and “just do it”
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ScrumTraditional
StandardisationStandardisation
Manager
Subordinates
Standardise
Manager
Team
Identify improvement,implement and validate
Identify improvement
Communicateimprovement
Organisation
Standardise
Top down Bottom-up
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TransitionTransitionMake Scrum a continued successMake Scrum a continued success
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Focus on the CustomerFocus on the Customer
Focus on the customer needs
Consider the entire value stream,avoid sub optimisation
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Remove OverburdenRemove Overburden
Limit demand tocapacity and capability
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Promote Team WorkPromote Team Work
Help to create effective teams
Foster creativity and collaboration
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Clear the WayClear the Way
Remove impediments promptly
Anticipate new impediments
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Be a Scrum ChampionBe a Scrum Champion
Teach Scrum – encourage and guide
Be a role model – walk the talk
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SummarySummary• The good news: There is plenty left to do
for managers in Scrum
• Management culture must change profoundly– From telling people what to do to supporting
and guiding individuals and teams– Kindness and respect instead of pressure and
fear
• We all have a limitless potential to change for the better – let’s tap into it!– It requires awareness and focussed effort– There is no Scrum pixie dust – and never will be
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Questions?
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ReferencesReferencesRobert K. Greenleaf. Servant Leadership: A Journey into the Nature of
Legitimate Power and Greatness. 25th Anniversary Edition. PaulistPress. 2002
Jeffrey K. Liker. The Toyota Way. McGraw-Hill Education. 2003Taiichi Ohno. Toyota Production System. Beyond Large-Scale
Production. Productivity Press. 1988Roman Pichler. Scrum. Agiles Projektmanagement erfolgreich
einsetzen. dpunkt.verlag. 2007Ken Schwaber, Mike Beedle. Agile Software Development with SCRUM.
Prentice Hall. 2001Ken Schwaber. The Enterprise and Scrum. Microsoft Press. 2007Allen C. Ward. Lean Product and Process Development. Lean Enterprise
Institute. 2007James P. Womack, Daniel T. Jones. Lean Thinking: Banish Waste and
Create Wealth in Your Corporation. Free Press. 2003