@arsagilisVILLIFIED MANAGERS
@arsagilisAbout meMichael ChikAgile & Lean Coachmichael@arsagilis.comTwitter: @arsagilishttp://linkedin.com/in/michaelchik...
@arsagilisIN THEBEGINNING
@arsagilisSource: 7th Annual State of Agile Development Survey, 2013 Version OneTraditional managementresponsibilities
@arsagilisSELF-ORGANISATION
@arsagilisManagementis the problemDrive: The Surprising Truth About What Motivates Us, 2011
@arsagilis52% - Ability to changeorganisational culture41% - General resistance tochange35% - Fitting agile into anon-agil...
@arsagilis4 OUT OF 5!!!!Source: 7th Annual State of Agile Development Survey, 2013 Version One
@arsagilisSource: 7th Annual State of Agile Development Survey, 2013 Version One
@arsagilisBetween 28%and 56% ofemployees expresseda desire to leavetheir jobswww.forbes.com/sites/susanadams/2011/11/10/em...
@arsagilis65% […] saidthey were eithersomewhat or totallyunsatisfied.www.forbes.com/sites/susanadams/2012/05/18/new-survey...
@arsagilisManagement is abouthuman beings. Its task is tomake people capable of jointperformance […]. This is whatorganiza...
@arsagilisMANAGEMENT …… isnecessary!Managers might berelieved to know:
@arsagilisThe English verb “to manage”was originally derived from the Italianmaneggiare, meaning to handle and trainhorses...
@arsagilisWhat areorganisations?ORGANISATIONS AS A MACHINEScientificManagementProjectManagementStructuredProgramming
@arsagilisORGANISATIONSAS A SPORTSSix SigmaTheory OfConstraintsBusinessProcessEngineering
@arsagilisORGANISATIONSAS A COMMUNITYScrumXPLeanAGILE
@arsagilisORGANISATIONSAS A COMPLEXSYSTEMChaosTheoryComplexityTheorySystemsThinking
@arsagilisManagement is abouthuman beings. Its task is tomake people capable of jointperformance […]. This is whatorganiza...
@arsagilisManagement is abouthuman beings.What could be morecomplex than humans?
@arsagilis source: http://opte.org/mapsCOMPLEXITYTHEORY
@arsagilissource: http://lizkeogh.com/2012/03/11/cynefin-for-devsCynefinframework
@arsagilis
@arsagilisComplexity Theory2 + 5 = 73 + 6 = ?
@arsagilis
@arsagilis1) Stop: Open Door Policy
@arsagilis2) Stop: Theory X Linearity
@arsagilis3) Stop: Homophily
@arsagilis4) Start: Thank You Culture
@arsagilis5) Start: 360 Feedback Poker
@arsagilis6) Start: Exploration Days
@arsagilis7) Ask: "What can I do to help youdo your best work?"
@arsagilis8) Start: Visualise Delegation1.Tell: make decision as the manager2.Sell: convince people about decision3.Consul...
@arsagilis
@arsagilis9) Foster Diversity
@arsagilis10) Stop money rewards / Startdistributed reward systems Moneycan’tbuyhappiness, butitcanmakeyouawfullycomfortab...
@arsagilisWe shouldnot take ourmodels tooseriously.Introduction to Systems Thinking; stolen from Jurgen Appelo
@arsagilis
@arsagilis
@arsagilisJoin me for drinks!
@arsagilisGot questions? Call Me Maybe!Michael ChikCSM, CSP, Prince2 Practitioner,PMP, Certified Coach, CertifiedKanban Co...
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Agile + Management = Antonyms?

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Agile often seems to be hostile towards managers. Statements like "Management is the problem" are prevalent. However, what we need is more good management and of a different kind. A kind that takes into account that most of us today are knowledge workers and not factory cogs.

This talk gives a quick theoretical background followed up by 10 practical tips you can implement tomorrow.

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  • Thanks to Skills Matter for roomFill out feedback form
  • Been a peoplemanager of one sort or the other in almost all my jobsNEXT:
  • This talk will take about 30 minutesThis talk is NOT for Project Managers but instead targets line managers2 parts: Theory & 10 hands-on tips to take awayASK: Who here is a manager?NEXT: Most businesses have reasons why adopt agile. Turns out those are quite obvious
  • Version One does annual survey. Over 4000 responses.Problem:Agile tends to shroud itself in a could of anti-management sentiment
  • Core Agile Idea – Self-organisationImplies there is no ruler – often interpreted as management
  • “Management is resisting agile adoption”
  • 52% - Ability to change organisational culture41% - General resistance to change35% - Fitting agile into a non-agile framework33% - Availability of people with right skills31% - Management support4 out of 5 are within management’s remit
  • 4 out of 5 are management issues
  • Anti-management sentiment is a shame because most agile projects are sponsored by managementA problem with very high amount of people being agile
  • Talking about problem - What is the problem?2011: More people than ever want to leave their jobs
  • 2012: People hate their jobs!NEXT: What is management about?
  • How does this all relate to management? And its perceived conflict with Agile?What actually is management ablout?One of the questions: Is management needed?
  • A while back Peter Drucker postulated that management is necessary.We have answered “Is Management Needed”NEXT: The living factor of management
  • Let’s
  • Some people see organisations as a machine
  • Next step in management: see organisations as a team. Preferably as a sports team
  • Next step of evolution: organisations as a community of peopleDo whateveryou want. As long as youallow the community to benefit fromit
  • Current state of management chatter: Organisations as Complex SystemsI want to talk more about Complexity Theory
  • Management is about human beings
  • This is a depiction of the internet. The displays 30% of the DB in 2005Agile borrows heavily from complexity theory: self-organisation, cross-functionality, adaptivityComplexity Theory is not just one theory but a multitude of. Introduction to 2 models
  • Simple: Patterns cause & effect obvious; Annual leave processComplicated: Pattern cause & effect requires analysis; Leave for bereavementsComplex: Patterns only in hindsight; Bird fluChaotic: No pattern distinguishable; Terrorist attacksDisorder: Not knowing which domain you are in
  • Complexity is about behaviour and ability to predictComplicated is about ability to understand
  • Many different frameworksOne thing in common: non-linear thinking
  • 3 Simple Stops6 Simple To Dos1 Hard To Do
  • I’m just another worker like you but with different responsibilities
  • Who here has heard about Theory X?
  • Incl: gender, skin colour, age, looks, hobbies, marital status, children, etc.NEXT: Start Doing
  • Start with yourselfBetterunderstandingMultiple perspectivesBalancedevaluations
  • 7 Levels of Autonomy
  • 7 Levels of AutonomyKey Decision AreasTeams or Individuals
  • Incl: gender, skin colour, age, looks, hobbies, marital status, children, etc.
  • NEXT:One thing we should never forget
  • One more thing …This applies to Scrum, Agile, Lean or anything elseNEXT:For further reading
  • Join my trainingAgile Games Day with PechaKuchaFill out feedback form
  • Agile + Management = Antonyms?

    1. 1. @arsagilisVILLIFIED MANAGERS
    2. 2. @arsagilisAbout meMichael ChikAgile & Lean Coachmichael@arsagilis.comTwitter: @arsagilishttp://linkedin.com/in/michaelchikAmnesty InternationalMacmillan Cancer SupportPlan InternationalCrisis UKBen & Jerry’sMoonpig.comSiemensWalt Disney CompanyPhotoboxEuropean CommissionBarclays
    3. 3. @arsagilisIN THEBEGINNING
    4. 4. @arsagilisSource: 7th Annual State of Agile Development Survey, 2013 Version OneTraditional managementresponsibilities
    5. 5. @arsagilisSELF-ORGANISATION
    6. 6. @arsagilisManagementis the problemDrive: The Surprising Truth About What Motivates Us, 2011
    7. 7. @arsagilis52% - Ability to changeorganisational culture41% - General resistance tochange35% - Fitting agile into anon-agile framework33% - Availability of peoplewith right skills31% - Management supportSource: 7th Annual State of Agile Development Survey, 2013 Version One
    8. 8. @arsagilis4 OUT OF 5!!!!Source: 7th Annual State of Agile Development Survey, 2013 Version One
    9. 9. @arsagilisSource: 7th Annual State of Agile Development Survey, 2013 Version One
    10. 10. @arsagilisBetween 28%and 56% ofemployees expresseda desire to leavetheir jobswww.forbes.com/sites/susanadams/2011/11/10/employee-loyalty-dropping-worldwide/
    11. 11. @arsagilis65% […] saidthey were eithersomewhat or totallyunsatisfied.www.forbes.com/sites/susanadams/2012/05/18/new-survey-majority-of-employees-dissatisfied
    12. 12. @arsagilisManagement is abouthuman beings. Its task is tomake people capable of jointperformance […]. This is whatorganization is all about, and it isthe reason that management isthe critical, determiningfactor.Management: Revised Edition, 2008; stolen from Jurgen Apello
    13. 13. @arsagilisMANAGEMENT …… isnecessary!Managers might berelieved to know:
    14. 14. @arsagilisThe English verb “to manage”was originally derived from the Italianmaneggiare, meaning to handle and trainhorses. […] This original meaning mergedwith the French term menage,or household.Cynthia F. Kurtz, David J. Snowden, “Bramble Bushes in a Thicket”http://cognia.com.au/Links%20and%20Vids/assets/52_Bramble_Bushes_in_a_Thicket.pdfstolen from Jurgen Apello
    15. 15. @arsagilisWhat areorganisations?ORGANISATIONS AS A MACHINEScientificManagementProjectManagementStructuredProgramming
    16. 16. @arsagilisORGANISATIONSAS A SPORTSSix SigmaTheory OfConstraintsBusinessProcessEngineering
    17. 17. @arsagilisORGANISATIONSAS A COMMUNITYScrumXPLeanAGILE
    18. 18. @arsagilisORGANISATIONSAS A COMPLEXSYSTEMChaosTheoryComplexityTheorySystemsThinking
    19. 19. @arsagilisManagement is abouthuman beings. Its task is tomake people capable of jointperformance […]. This is whatorganization is all about, and it isthe reason that management isthe critical, determiningfactor.Management: Revised Edition, 2008; stolen from Jurgen Apello
    20. 20. @arsagilisManagement is abouthuman beings.What could be morecomplex than humans?
    21. 21. @arsagilis source: http://opte.org/mapsCOMPLEXITYTHEORY
    22. 22. @arsagilissource: http://lizkeogh.com/2012/03/11/cynefin-for-devsCynefinframework
    23. 23. @arsagilis
    24. 24. @arsagilisComplexity Theory2 + 5 = 73 + 6 = ?
    25. 25. @arsagilis
    26. 26. @arsagilis1) Stop: Open Door Policy
    27. 27. @arsagilis2) Stop: Theory X Linearity
    28. 28. @arsagilis3) Stop: Homophily
    29. 29. @arsagilis4) Start: Thank You Culture
    30. 30. @arsagilis5) Start: 360 Feedback Poker
    31. 31. @arsagilis6) Start: Exploration Days
    32. 32. @arsagilis7) Ask: "What can I do to help youdo your best work?"
    33. 33. @arsagilis8) Start: Visualise Delegation1.Tell: make decision as the manager2.Sell: convince people about decision3.Consult: get input from team beforedecision4.Agree: make decision together withteam5.Advise: influence decision made bythe team6.Inquire: ask feedback after decisionby team7.Delegate: no influence, let team workit out
    34. 34. @arsagilis
    35. 35. @arsagilis9) Foster Diversity
    36. 36. @arsagilis10) Stop money rewards / Startdistributed reward systems Moneycan’tbuyhappiness, butitcanmakeyouawfullycomfortablewhileyou’rebeingmiserable.
    37. 37. @arsagilisWe shouldnot take ourmodels tooseriously.Introduction to Systems Thinking; stolen from Jurgen Appelo
    38. 38. @arsagilis
    39. 39. @arsagilis
    40. 40. @arsagilisJoin me for drinks!
    41. 41. @arsagilisGot questions? Call Me Maybe!Michael ChikCSM, CSP, Prince2 Practitioner,PMP, Certified Coach, CertifiedKanban Coaching ProfessionalNLP Practitioner & Organiser ofthe London Scrum User Groupmichael@arsagilis.comTwitter: @arsagilishttp://linkedin.com/in/michaelchikSlides available @ http://www.slideshare.net/casmaron/Join my training!Agile Management & LeadershipMon 3 – Tue 4 June 2013Early Bird Tickets still availableSign up @http://agile-management-uk.eventbrite.co.uk

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