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Agile managers
 

Agile managers

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The manager's role in Agile.

The manager's role in Agile.

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  • It is worth noting that is has been 4 years since we are in an economic crisis that has been likened to the Great Depression. This is a period of additional uncertainty – how good a 5 year investment plan seems now? How likely it is that things will go back to „happy years” of growth soon? Consequences of the two key challenges mentioned: model in which one bright mind thinks, invents, plans, communicates and others just do what they are told doesn’t work anymore. To deal with this level of constantly changing complexity we need all the brain power we can get.
  • The bubble issue.

Agile managers Agile managers Presentation Transcript

  • MANAGERSIN AGILEANDY BRANDT
  • CHALLENGES• BASIC CHALLENGE OF TODAY: INCREASING PACE OF CHANGE (TECHNOLOGY, MARKETS, REGULATIONS ETC.), MEANING MUCH LESS STABLE ENVIRONMENT: CONSTANT CHANGE• INCREASING COMPLEXITY OF APPLICATIONS AND SYSTEMS COMPOSED OF THEM, CONSTANT CONNCECTIVITY MEANING CONTANT INTERDEPENDENCE, INCREASINGLY ABSTRACT PROGRAMING LANGUAGES: INCREASING COMPLEXITY
  • WHAT IS SUCCESS?• IN LIGHT OF CONSTANT CHANGE AND INCREASING COMPLEXITY PLANS ARE ONLY TEMPORARY FORECASTS – COMPLETING SOMETHING AS PLANNED IS NOT A SUCCESS.• SUCCESS IS A STATE IN WHICH SYSTEM/ APPLICATION/ PRODUCT/ORGANIZATION/TEAM ADEQUATELY RESPONDS TO THE NEEDS OF THEIR ENVIRONMENT.• MAINTAINING THIS STATE OVER TIME IS MUCH MORE DIFFICULT THAN ATTAINING IT ONCE - IT REQUIRES CONSTANT INSPECTION OF BOTH THE EXTERNAL CONDITIONS AND THE ORGANIZATIONS’ STATE THEN INTRODUCING CHANGES AS QUICKLY AS POSSIBLE.• TRADITIONAL METHODS AND STRUCUTRES ARE NOT ADEQUATE, BECAUSE THEY DON’T HARNESS THE FULL BRAINPOWER OF TEAM(S)
  • MENTAL SHIFT• OLD PARADIGM: MANAGER TELLS PEOPLE WHAT TO DO („POINT-AND- TELL MANAGEMENT”) AND HOW TO DO IT• NEW PARADIGM: MANAGER INDICATES GENERAL DIRECTION & CREATES CONDITIONS FOR SELF- ORGANIZING TEAMS TO EMERGE AND WORK• IT IS STILL A LOT OF WORK, BUT THIS WORK IS PEOPLE-ORIENTED (AS OPPOSED TO BEING CONCENTRATED ON PLANS, PROCESSES AND PRODUCTS)
  • SELF ORGANIZATIONMYTH
  • SELF ORGANIZATIONREALITY Goal
  • SELF ORGANIZATIONREALITY Backlog Inspect & Adapt
  • SELF ORGANIZATION& ENVIRONMENT Inspect & Adapt
  • ENVIRONMENT FORAGILE• ORGNIZATION’S CULTURE – AGILE NEEDS A CULTURE OF OPENNESS AND TRUST. CULTURE OF INFORMATION RATIONING (COMPARTMENATLIZATION) AND DISTRUST IS INHERENTLY INCOMPATIBLE WITH IT. IT ALSO NEEDS A CULTURE THAT VALUES CRAFTSMANSHIP – „ART MUST NOT SUFFER” – AND ALLOWS PEOPLE TO ERR.• PHYSICAL ENVIRONMENT – SUPPORTS AGILITY IF IT IS TEAM- CENTERED, HELPING TEAMS WORK TOGETHER AND COLLABORATE, SUPPORTING VISUALIZATION• VIRTUAL ENVIRONMENT – ENGINEERING TOOLING NEEDED – CI SYSTEMS/SERVERS, TEST/STAGING SYSTEMS, CODE REPOSTIORIES, ETC.
  • MANAGER’S ROLE• CREATES AND SUSTAINS A WORK ENVIRONMENT THAT IS ROOTED IN TRUST AND TRANSPARENCY• CARES FOR TEAM CULTURE – MANY FACTORS SHAPE IT, BUT LEADER’S EXAMPLE & INFLUENCE IS SIGNIFFICANT• „TEAM GROOMING” – SELF-ORGANIZING TEAM DON’T CLASSING „POINT-AND-TELL” MANAGEMENT, BUT THEY NEED GENERAL OVERSIGHT AND OCCASIONAL INTERVENTION• REMOVING IMPEDIMENTS AND DYSFUNCTIONS – MANAGER MUST STEP IN AND HELP WHERE TEAMS CAN’T RESOLVE PROBLEMS• MENTORING – ONE OF KEY ASPECTS OF A MANAGER’S ROLE, TAKING CARE OF PEOPLE’S DEVELOPMENT, SHARING EXPERIENCE, ASSISTING IN LEARNING
  • MANAGEMENT THEN NOW • TELLS PEOPLE WHAT • MOTIVATES TO DO (TASKS) THROUGH CHALLENGE • MEASURES • SUSTAINS PROGRESS SUPPORTIVE ENVIRONMENT • ASSESSES INDIVIDUALS • ENSURES RIGHT PEOPLE ARE IN
  • THANK YOU!