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Management 3.0 in 60 minutes by Jurgen Appelo
 

Management 3.0 in 60 minutes by Jurgen Appelo

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Agile management is an often overlooked part of Agile. There are at least a hundred books for agile developers and project managers, but very few for agile managers and leaders. However, when ...

Agile management is an often overlooked part of Agile. There are at least a hundred books for agile developers and project managers, but very few for agile managers and leaders. However, when organizations adopt agile software development, not only developers and project managers need to learn new practices. Development managers and team leaders must also learn a different approach to leading and managing organizations.

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    Management 3.0 in 60 minutes by Jurgen Appelo Management 3.0 in 60 minutes by Jurgen Appelo Presentation Transcript

    • www.management30.com version 4
    • Jurgen Appelo writer, speaker, trainer, entrepreneur... www.jurgenappelo.com
    • Scrum Mike Cohn. Succeeding with Agile: Software Development using Scrum, 2010 4
    • Lean Startup ideas productdata measure Eric Ries,The Lean Startup: HowToday's Entrepreneurs Use Continuous Innovation…, 2011
    • DesignThinking Richard Buchanan, “Wicked Problems in DesignThinking” http://www.jstor.org/stable/1511637?origin=JSTOR-pdf viability feasibilitydesirability
    • Benefits Obtained from Agile http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf 7
    • http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf 8
    • Management is about human beings. Its task is to make people capable of joint performance […]. Management is the critical, determining factor. Management: Revised Edition, 2008 Peter F. Drucker 9
    • Management is too important to be left to the managers. 10
    • Management3.0 11
    • A team is a complex adaptive system (CAS), because it consists of parts (people) that form a system (team), which shows complex behavior while it keeps adapting to a changing environment. 12
    • Anticipate, adapt, explore Apart from looking forward (proactive), and looking backward (reactive), don’t forget to try things out (safe-to-fail experiments). Evolutionary systems by their nature involve experimentation. Mike Rother, Toyota Kata, 2009 13
    • http://www.flickr.com/photos/alexsbayley/7232946962/  2011 Alex S. Bayley,Creative Commons 3.0 Experiment with tools, techniques, and architectures.
    • Shorten the feedback cycle Systems with slower feedback cycles have higher extinction rates. The only way to win is to learn faster than anyone else. Eric Ries, The Lean Startup, 2011 15
    • http://www.flickr.com/photos/lxsocon/707845930/  2007 AlexisO’Connor, Creative Commons 3.0 From 4-week sprints to continuous delivery in a few years.
    • Steal and tweak Successful systems spend most of their time copying and adapting ideas from others. We usually think of innovation as inventing new things, but we may be smarter to think of it as recombining old ones. TheBuildNetwork, “A Smarter Definition of Innovation” http://thebuildnetwork.com/innovation/innovation-by-combination/ 17
    • Feedback door + happiness index = happiness door.
    • Management3.0 19
    • People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated. 20
    • 10 Intrinsic Desires Curiosity The need to think Honor Being loyal to a group Acceptance The need for approval Mastery / Competence The need to feel capable Power The need for influence of will Freedom / Independence / Autonomy Being an individual Relatedness / Social Contact The need for friends Order Or stable environments Goal / Idealism / Purpose The need for purpose Status The need for social standing 21
    • 1. Put the motivator cards in order, from unimportant to important 2. (You may leave out any cards you don’t want to use.) Exercise: Moving Motivators 22
    • 3. Consider an important change in your work (for example, becoming a moreAgile organization) 4. Move cards up when the change is positive for that motivator; move them down when the change is negative Exercise: Moving Motivators positive change negative change 23
    • Teams can self-organize, and this requires empowerment, authorization, and trust from management. 25
    • 1. Tell: make decision as the manager 2. Sell: convince people about decision 3. Consult: get input from team before decision 4. Agree: make decision together with team 5. Advise: influence decision made by the team 6. Inquire: ask feedback after decision by team 7. Delegate: no influence, let team work it out The Seven Levels of Authority
    • Seven Levels of Delegation
    • Self-organization can lead to anything, and it’s therefore necessary to protect people and shared resources… …and to give people a clear purpose and defined goals. 28
    • Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence. 31
    • Support emerging creativity.  2012 Jurgen Appelo, taken at Cisco SystemsNorway,Oslo
    • Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication. 34
    • Informal structures.  2012 Elliott Brown, Creative Commons 2.0, http://www.flickr.com/photos/ell-r-brown/4436513664
    • People, teams, and organizations need to improve continuously to defer failure for as long as possible. 36
    • Track happiness to better understand improvement.  2012 Jurgen Appelo, taken atVI Company, Rotterdam
    • The Management 3.0 model Six organizational views based on complexity thinking
    • bit.ly / m30workout
    • @jurgenappelo slideshare.net/jurgenappelo noop.nl linkedin.com/in/jurgenappelo jurgen@noop.nl