If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
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If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)

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A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do? ...

A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?

Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing? 

This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not. 

Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.

Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.

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  • Full Name Full Name Comment goes here.
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  • Roman,
    source of data on slide #24 about 'Methodology you associate with increase profits': see:
    2013 Study of Product Team Performance (summary post): http://ronlichty.blogspot.com/2013/06/the-2013-study-of-product-team.html
    URL there to the study itself
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  • Hi Ron,

    Very useful presentation for transforming traditional managers into agile ones.

    May I know the source of data on slide #24 about 'Methodology you associate with increase profits'?

    Thanks.
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    If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14) If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14) Presentation Transcript

    • If We’re Agile…
 Why Do We Need Managers?"! " "Ron Lichty, principal, Ron Lichty Consulting
 author, Managing the Unmanageable" www.RonLichty.com, www.ManagingTheUnmanageable.net "
    • * Addison Wesley published October 2012 *
    • Ron Lichty, Managing Software People & Teams SOFTWEST
    • Why we wrote: * Addison Wesley published October 2012 *
    • Management Training •  Isn’t it odd... – how long we expect you to have studied the art of programming" – how little we expect you to have studied the art of managing?"
    • Management Training •  Courses with Impact" – Managers and the Law" – Situational Leadership" – Reflective Listening"
    • Management Training •  Agile…"
    • Why we wrote: * Addison Wesley published October 2012 *
    • Rules of Thumb / Nuggets of Wisdom* * 300 in the book
    • 10 The Problem:  Where Is the Manager? ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)
    • 11 The Problem:  Where Is the Manager?
    • the Agile Manager Squeeze youyouyouyou herehereherehere areareareare OrganizationalOrganizationalOrganizationalOrganizational ChangesChangesChangesChanges My JobMy JobMy JobMy Job ChangesChangesChangesChanges TeamTeamTeamTeam ChangesChangesChangesChanges Peer & PartnerPeer & PartnerPeer & PartnerPeer & Partner ChangesChangesChangesChanges LeadershipLeadershipLeadershipLeadership ChangesChangesChangesChanges Welcome to Agile! --Agile Learning Labs, Laura Powers
    • Managers and Agile •  “A common misconception is that because of this reliance on self-organizing teams, there is little or no role for leaders of agile teams. Nothing could be further from the truth.”  --Mike Cohn, Succeeding with Agile
    • Agile Management Roles •  Familiar management roles teams still need •  Management roles that are new with agile •  Roles (and styles) that are inappropriate •  Roles that are deprecated •  Roles that change, sometimes dramatically
    • Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams •  What’s unique about managing programmers •  What’s unique about programmers •  Finding and Hiring Great Programmers •  Getting New Programmers Started Off Right •  Managing People / Managing a Team •  Managing Up, Out, and Yourself •  Motivating Programmers and Teams •  Establishing/Nurturing a Successful Culture •  Managing Successful Software Delivery
    • Managers and Agile • Exercise!
    • Managers and Agile •  Creating an Agile Culture •  Supporting Agile Values •  Empowering Self-Organization & Excellence •  Removing Impediments •  Counseling, Coaching and Mentoring •  Hiring and Firing
    • Managers and Agile •  Creating an Agile Culture
    • Managers and Agile •  Creating an Agile Culture McGregor's X-Y Theory
    • Managers and Agile •  Creating an Agile Culture Lean-Agile management is the art of leading people, not managing them... Leading people involves creating the correct environment, focusing them on the right things, and trusting them to do their work...   In Lean-Agile, the manager has two primary responsibilities:  • setting the outcomes or goals expected of the team;  • assisting the doers in creating a better process and workspace to get their jobs done...  --Alan Shalloway, Net Objectives
    • Managers and Agile •  Creating an Agile Culture
    • Managers and Agile •  Creating an Agile Culture •  Supporting Agile Values •  Empowering Self-Organization & Excellence •  Removing Impediments •  Counseling, Coaching and Mentoring •  Hiring and Firing
    • Managers and Agile •  Supporting Agile Values
    • Managers and Agile •  Supporting Agile Values Methodology  You  Use   Methodology  You  Associate  with  Increase  Profits   Agile   Blended  (Some  Waterfall   and  Some  Agile)   Lean   Waterfall   Agile   73.9%   13.0%   9.8%   0.0%   Blended  (Some  Waterfall   and  Some  Agile)   31.8%   46.2%   10.6%   6.1%   Lean   14.3%   0.0%   42.9%   14.3%   Waterfall   15.8%   50.0%   18.4%   13.2%   Don't  Know   5.3%   42.1%   26.3%   5.3%  
    • Managers and Agile •  Supporting Agile Values The Agile Manifesto –  We value: •  Individuals and interactions over processes and tools •  Working software over comprehensive documentation •  Customer collaboration over contract negotiation •  Responding to change over following a plan -- http://agilemanifesto.org/
    • Managers and Agile •  Supporting Agile Values Value the Agile Manifesto over sets of practices –  We value: •  Individuals and interactions over processes and tools •  Working software over comprehensive documentation •  Customer collaboration over contract negotiation •  Responding to change over following a plan -- http://agilemanifesto.org/
    • Managers and Agile •  Creating an Agile Culture •  Supporting Agile Values •  Empowering Self-Organization & Excellence •  Removing Impediments •  Counseling, Coaching and Mentoring •  Hiring and Firing
    • Managers and Agile •  Empowering Self-Organization & Excellence When teams self-organize there's still plenty for managers to do... a managers job is to engineer the organization so that teams can do their best work.  --Esther Derby, co-founder, Scrum Alliance
    • Managers and Agile •  Empowering Self-Organization & Excellence Be a damper to the noise. --Joe Kleinschmidt, CTO John Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.u
    • Managers and Agile •  Empowering Self-Organization & Excellence
    • Managers and Agile •  Creating an Agile Culture •  Supporting Agile Values •  Empowering Self-Organization & Excellence •  Removing Impediments •  Counseling, Coaching and Mentoring •  Hiring and Firing
    • Managers and Agile •  Removing Impediments “Managers are still needed. Not so much for their planning and controlling ability, but for the important job of interfacing on the team’s behalf with the rest of the organization.”  --Diana Larsen, co-author, Agile Retrospectives
    • Managers and Agile •  Removing Impediments Ensure your team has slack! (100% capacity begets bottlenecks!) --photo (c) Bud Adams, SXC, www.aimpgh.com
    • Managers and Agile •  Removing Impediments: Protect team focus! (Guard against the waste of multitasking!) --photo (c) jeweledlion, http://www.flickr.com/photos/jeweledlion/1502706553/ Some rights reserved
    • Managers and Agile •  Creating an Agile Culture •  Supporting Agile Values •  Empowering Self-Organization & Excellence •  Removing Impediments •  Counseling, Coaching and Mentoring •  Hiring and Firing
    • Managers and Agile •  Counseling, Coaching and Mentoring Photo by Esti Alvarez, Some rights reserved, http://www.Flickr.com/photos/esti/4638056301/
    • Managers and Agile •  Creating an Agile Culture •  Supporting Agile Values •  Empowering Self-Organization & Excellence •  Removing Impediments •  Counseling, Coaching and Mentoring •  Hiring and Firing
    • Managers and Agile •  Hiring and Firing Always be recruiting! --Mickey Mantle and Ron Lichty,  Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams
    • Managers and Agile •  Hiring and Firing Always be recruiting! Deal with problem employees!
    • Managers and Agile •  Critical to agile transformational success •  Key roles in agile •  Engage managers •  Clarify managerial roles
    • Ron Lichty Consulting •  Mentoring, coaching, interim and acting CTO / VP Eng roles: –  http://ronlichty.com, Ron@RonLichty.com •  The book:  Managing the Unmanageable:  Rules, Tools & Insights for Managing Software People & Teams –  http://ManagingTheUnmanageable.net <-----tools, excerpts, more rules of thumb –  http:www.informit.com/agile <-----special prices: this & other agile titles •  The study:  The Study of Product Team Performance –  http://ronlichty.blogspot.com •  Training: The Agile Manager Managing Software People and Teams