The Manager's role in Scrum - Henrik Kniberg - Crisp's...

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The Manager’s Role in Scrum Scrum Gathering Nov 14, 2007

Transcript of The Manager's role in Scrum - Henrik Kniberg - Crisp's...

The Manager’s Role in ScrumScrum Gathering

Nov 14, 2007

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<intro>

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Who am I?

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Henrik Kniberg - Crisp ABJava & agile software development

CTO of Goyada (mobile services & ecommerce)30 developers

CTO of Epicent (mobile services)4 developers

CTO of Tain (gaming)40 developers

... and 2 kids to ”manage”...

Henrik [email protected]+46 70 4925284

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Why is the manager’s role important?The middle manager can be...

the best catalystthe worst impediment

If he doesn’t understand his role within Scrum... which type do you think he will become?

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CEO

Developmentmanager

Productmanager

Operationsmanager

Sample organization

So what IS my role then?

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What is a manager? (according to various sources on the Internet)

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Someone who controls resources and expenditures

Resources = people, money, things

Management: The art, or science, of

achieving goals through people

Leadership:The ability to affect human behavior so as to accomplish a mission designated by the leader

... and what do they actually do?Plan Organize

ControlCoordinate

MentorManagement has to do with power by position, whereas leadership involves power by influence

Supervision:Literally - looking over.Making sure people do what they are supposed to do

Improve

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A sample Scrum company

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ScrUML(inofficial Scrum Modeling Language)

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Let’s grow it a bit...

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And let’s grow it a bit more...Ugh.

Handover to QA.

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And let’s improve it.

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</intro>

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The manager’s role in Scrum

Some ideas on what a manager should be doing in a Scrum company

Based onPersonal experience

8 years as middle-manager at 3 agile companies1 year as agile coach helping many other managers

Books & forumsDiscussions with peersFeedback from Scrum veterans

Mike Cohn, Ken Schwaber, Jeff Sutherland

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Change agent / bootstrapper / organization builder

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If it’s nobody else...It’s YOU!

The manager could be...

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Handle resource conflicts

Role placeholder

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The manager could be...

Synchronize multiple product backlogs

Salary negotiation

Recruitment

Synchronize multiple teams

Strategic release planning

Find strategic partners

Coach the scrum masters

Does this really need to be done at all?

Am I the right person?Who should be doing

it?

Buy snacks

Clean the office

Solve high-level impediments

OK, I’ll do it for now!

Tech evangelist

What isn’t getting done around here?

If it’s nobody else...It’s YOU!

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Chief Product Owner

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The manager could be...

If it’s nobody else...It’s YOU!

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ScrumTeam

B1ScrumTeam

B2

ScrumTeam

A

Resource broker

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SM

SM

SM

PO

PO

CTO / Dev Mgr Development department

Product A

Product B

The manager could be...

If it’s nobody else...It’s YOU!

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Coordinator / Bridge builder

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ScrumTeam

B1ScrumTeam

B2

ScrumTeam

A SM

SM

SM

PO

PO

Scrum of Scrums CM group

DB group

CTO / Dev Mgr Development department

Test group

Product A

Product B

The manager could be...

If it’s nobody else...It’s YOU!

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Oil / firefighter / process coach

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The manager could be...

Team isn’tlistening to me!

Product owner’spriorities are wrong!

The releasesaren’t working!

If it’s nobody else...It’s YOU!

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Waste & constraint hunter

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The manager could be...

SM

POGoal

Problem

Solution

If it’s nobody else...It’s YOU!

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Gardener / motivator

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The manager could be...

SMSM

SM

If it’s nobody else...It’s YOU!

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Kaizen fuel / impediment fixer / servant leader

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The manager could be...

CEO

Developmentmanager

Productmanager

Operationsmanager

FixFix

Fix

Fix

If it’s nobody else...It’s YOU!

Fix

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Protector

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The manager could be...

If it’s nobody else...It’s YOU!

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The Bottom Line

You, the manager, are critically important.

That’s a problem.

Try to make yourself redundant.

You’ll probably never get there.

But each step is an improvement.

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Extra slides...

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(brought up during the Q&A session)

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Technical debt

Vmax

Vactual

velo

city

time

Vmax

velo

city

time

VactualSustainable pace!

Definition of Done• .... bla bla ....

• No increased technical debtCode duplicationTest coverageCode readability

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Velocity calibrationEstimatedVelocity

ActualVelocity

40 3030 2830 3130 30

Estimated Actual

40 3040 3040 30

Estimated Actual

40 3050 3060 30

Estimated Actual

40 3535 3030 25

302520

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