0
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…, 20...
DesignThinking
Richard Buchanan, “Wicked Problems in DesignThinking”
http://www.jstor.org/stable/1511637?origin=JSTOR-pdf
...
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,...
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 co...
Anticipate, adapt, explore
Apart from looking forward (proactive), and
looking backward (reactive), don’t forget to try
th...
http://www.flickr.com/photos/alexsbayley/7232946962/  2011 Alex S. Bayley,Creative Commons 3.0
Experiment with tools,
tec...
Shorten the feedback cycle
Systems with slower feedback cycles have
higher extinction rates.
The only way to win is to lea...
http://www.flickr.com/photos/lxsocon/707845930/  2007 AlexisO’Connor, Creative Commons 3.0
From 4-week sprints to
continu...
Steal and tweak
Successful systems spend most of their time
copying and adapting ideas from others.
We usually think of in...
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, ...
10 Intrinsic Desires
Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / C...
1. Put the motivator cards in order, from unimportant
to important
2. (You may leave out any cards you don’t want to use.)...
3. Consider an important change in your work (for example,
becoming a moreAgile organization)
4. Move cards up when the ch...
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 decis...
Seven Levels of Delegation
Self-organization can lead to
anything, and it’s therefore
necessary to protect people
and shared resources…
…and to give ...
Teams cannot achieve
their goals if team
members aren’t
capable enough, and
managers must
therefore contribute to
the deve...
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 enha...
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
Management 3.0 in 60 minutes by Jurgen Appelo
Management 3.0 in 60 minutes by Jurgen Appelo
Management 3.0 in 60 minutes by Jurgen Appelo
Management 3.0 in 60 minutes by Jurgen Appelo
Management 3.0 in 60 minutes by Jurgen Appelo
Management 3.0 in 60 minutes by Jurgen Appelo
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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 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.

Published in: Technology

Transcript of "Management 3.0 in 60 minutes by Jurgen Appelo"

  1. 1. www.management30.com version 4
  2. 2. Jurgen Appelo writer, speaker, trainer, entrepreneur... www.jurgenappelo.com
  3. 3. Scrum Mike Cohn. Succeeding with Agile: Software Development using Scrum, 2010 4
  4. 4. Lean Startup ideas productdata measure Eric Ries,The Lean Startup: HowToday's Entrepreneurs Use Continuous Innovation…, 2011
  5. 5. DesignThinking Richard Buchanan, “Wicked Problems in DesignThinking” http://www.jstor.org/stable/1511637?origin=JSTOR-pdf viability feasibilitydesirability
  6. 6. Benefits Obtained from Agile http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf 7
  7. 7. http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf 8
  8. 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
  9. 9. Management is too important to be left to the managers. 10
  10. 10. Management3.0 11
  11. 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
  12. 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
  13. 13. http://www.flickr.com/photos/alexsbayley/7232946962/  2011 Alex S. Bayley,Creative Commons 3.0 Experiment with tools, techniques, and architectures.
  14. 14. 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
  15. 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.
  16. 16. 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
  17. 17. Feedback door + happiness index = happiness door.
  18. 18. Management3.0 19
  19. 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
  20. 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
  21. 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
  22. 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
  23. 23. Teams can self-organize, and this requires empowerment, authorization, and trust from management. 25
  24. 24. 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
  25. 25. Seven Levels of Delegation
  26. 26. 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
  27. 27. Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence. 31
  28. 28. Support emerging creativity.  2012 Jurgen Appelo, taken at Cisco SystemsNorway,Oslo
  29. 29. Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication. 34
  30. 30. Informal structures.  2012 Elliott Brown, Creative Commons 2.0, http://www.flickr.com/photos/ell-r-brown/4436513664
  31. 31. People, teams, and organizations need to improve continuously to defer failure for as long as possible. 36
  32. 32. Track happiness to better understand improvement.  2012 Jurgen Appelo, taken atVI Company, Rotterdam
  33. 33. The Management 3.0 model Six organizational views based on complexity thinking
  34. 34. bit.ly / m30workout
  35. 35. @jurgenappelo slideshare.net/jurgenappelo noop.nl linkedin.com/in/jurgenappelo jurgen@noop.nl
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