Managers In Scrum

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  • 1. Managers in Scrum Roman Pichler QCon London 2008
  • 2. About me Roman Pichler Consultant and Author Lean and Scrum Tel.: +44 (0) 7974 203772 roman.pichler@romanpichler.com www.romanpichler.com © 2008 Pichler Consulting Ltd 2
  • 3. Agenda 1. Traditional Management Systems How most companies are managed 2. Scrum Management Practices What’s left to do once Scrum has been established 3. Transition Make Scrum a continued success © 2008 Pichler Consulting Ltd 3
  • 4. Traditional Management Systems How most companies are managed © 2008 Pichler Consulting Ltd 4
  • 5. The Enterprise CEO © 2008 Pichler Consulting Ltd 5
  • 6. Command and Control Receives Makes decisions Manager reports Gives orders Complies and Reports Subordinate executes Source: Allen C. Ward, Lean Process and Product Development © 2008 Pichler Consulting Ltd 6
  • 7. Scrum Management Practices What’s left to do once Scrum has been established © 2008 Pichler Consulting Ltd 7
  • 8. A New Perspective CEO © 2008 Pichler Consulting Ltd 8
  • 9. Overview Servant- leadership Empirical Empowerment Management Continuous Quality-first Improvement Standardisation © 2008 Pichler Consulting Ltd 9
  • 10. Servant-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 © 2008 Pichler Consulting Ltd 10
  • 11. Empirical 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! © 2008 Pichler Consulting Ltd 11
  • 12. Empowerment • 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 © 2008 Pichler Consulting Ltd 12
  • 13. Quality-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 © 2008 Pichler Consulting Ltd 13
  • 14. Continuous 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” © 2008 Pichler Consulting Ltd 14
  • 15. Standardisation Top down Bottom-up Traditional Scrum Identify improvement Standardise Manager Manager Communicate Standardise improvement Organisation Subordinates Team Identify improvement, implement and validate © 2008 Pichler Consulting Ltd 15
  • 16. Transition Make Scrum a continued success © 2008 Pichler Consulting Ltd 16
  • 17. Focus on the Customer Focus on the customer needs Consider the entire value stream, avoid sub optimisation © 2008 Pichler Consulting Ltd 17
  • 18. Remove Overburden Limit demand to capacity and capability © 2008 Pichler Consulting Ltd 18
  • 19. Promote Team Work Help to create effective teams Foster creativity and collaboration © 2008 Pichler Consulting Ltd 19
  • 20. Clear the Way Remove impediments promptly Anticipate new impediments © 2008 Pichler Consulting Ltd 20
  • 21. Be a Scrum Champion Teach Scrum – encourage and guide Be a role model – walk the talk © 2008 Pichler Consulting Ltd 21
  • 22. Summary • 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 © 2008 Pichler Consulting Ltd 22
  • 23. Questions? © 2008 Pichler Consulting Ltd 23
  • 24. References Robert K. Greenleaf. Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. 25th Anniversary Edition. Paulist Press. 2002 Jeffrey K. Liker. The Toyota Way. McGraw-Hill Education. 2003 Taiichi Ohno. Toyota Production System. Beyond Large-Scale Production. Productivity Press. 1988 Roman Pichler. Scrum. Agiles Projektmanagement erfolgreich einsetzen. dpunkt.verlag. 2007 Ken Schwaber, Mike Beedle. Agile Software Development with SCRUM. Prentice Hall. 2001 Ken Schwaber. The Enterprise and Scrum. Microsoft Press. 2007 Allen C. Ward. Lean Product and Process Development. Lean Enterprise Institute. 2007 James P. Womack, Daniel T. Jones. Lean Thinking: Banish Waste and Create Wealth in Your Corporation. Free Press. 2003 © 2008 Pichler Consulting Ltd 24