Agile india2012 turning_into_an_agile_engg_manager_v0.2
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Agile india2012 turning_into_an_agile_engg_manager_v0.2



Slides from my session at Agile India 2012. If you are a manager, an aspiring manager or someone who wants to know how to get more value from the role of a manager in Agile teams.

Slides from my session at Agile India 2012. If you are a manager, an aspiring manager or someone who wants to know how to get more value from the role of a manager in Agile teams.



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Agile india2012 turning_into_an_agile_engg_manager_v0.2 Agile india2012 turning_into_an_agile_engg_manager_v0.2 Presentation Transcript

  • TURNING INTO AN AGILE ENGINEERING MANAGER February 2012 Debashis Banerjee (
  • 1902 or 2012? Are we all variations of Rodin’s ThinkerVersionOne 2011 Stage of Agile Survey says:“64% of Agile Champions are in the managementlayer”In larger companies (>500 people)•27% said lack of management support•26% said “general resistance to change”were major barriers to agile adoption.This drops to 10% in smaller companies
  • Who is an Agile Engineering Manager
  • Today’s Agenda Arm yourself with The 4 Is and 3 Ps Scenario Walkthrough; Leveraging the 4Is and 3 Ps in agile (Scrum)  Separation Anxiety  Extinction Anxiety  UN-Certainity  xe-NO-phobia  A “?” on every face  Changing Lanes Agile Behaviors managers can support
  • Arming yourself with the 4 Is 4Is
  • Learn the 3 Ps and apply the 4Is  People – Who are the people doing it?  Project – When and How are they doing it?  Product – How is it built? EM 4Is: ng/1651
  • “Agile EM” Scenario Walkthroughs Agile Methodology assumed Scrum with 2 week sprints in a cross functional teamScrum Team – Cross Functional (Dev,QA, Product OwnersService Engg) Engineering ManagerExternal Scrum teams Other company stakeholders (Directors/CEO)Scrum Master
  • Scenario 1: Separation AnxietyOne of the key members of the team decides to leave or has to be let go? The team member is handling critical sprint deliverables
  • Scenario 2 : Extinction Anxiety The scrum team is informed that the product has to be scrapped in the middle of the sprint?
  • Scenario 3 : UN…Certainity The scrum team is informed the company will be acquired but is in the middle of a major product?
  • Scenario 4 : xe-NO-phobia? (Fear of Strangers…) You are a single location team but now with new members across multiple geo locations and also an outsourced vendor?
  • Scenario 5 : A “?” On every face The product has no concrete roadmap and product owner appears disengaged and scrum team is not happy
  • Scenario 6 : Changing Lanes The technology stack needs to be changed
  • Agile Behaviors managers can support!  People:  People own backlogs as “Team” not function  Team pick their own tasks  Cross functional team members are open and give ongoing peer feedback and use retrospectives effectively  Product  The product is built right in iterations  PO can release product versions at sprints if needed  Project:  Product owner sets backlog priority and changes  Timelines are committed by team  There is a single backlog