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Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
Agile india2012 turning_into_an_agile_engg_manager_v0.2
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Agile india2012 turning_into_an_agile_engg_manager_v0.2

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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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  • 1. TURNING INTO AN AGILE ENGINEERING MANAGER February 2012 Debashis Banerjee (deba_ban@rediffmail.com)
  • 2. 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
  • 3. Who is an Agile Engineering Managerhttp://www.guardian.co.uk/sport/2011/jun/06/gary-kirsten-south-africa-coach http://www.itsonlycricket.com/entry/548/ http://cricblitz.blogspot.com/2011/02/2011-cricket-world-cup-word-from.html
  • 4. 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
  • 5. Arming yourself with the 4 Is 4Ishttp://www.questforanewperspective.com/personal-development/who-do-you-influence/
  • 6. 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:http://www.zdnet.com/blog/doc/do-young-people-prefer-print-marketi http://www.bestlogcabinhomes.com/how-to-build-a-log-cabin.html ng/1651
  • 7. “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
  • 8. 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
  • 9. Scenario 2 : Extinction Anxiety The scrum team is informed that the product has to be scrapped in the middle of the sprint?http://www.sciencephoto.com/media/172706/enlarge
  • 10. Scenario 3 : UN…Certainity The scrum team is informed the company will be acquired but is in the middle of a major product?http://despair.com/acquisition.html
  • 11. 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?http://www.spanishdict.com/answers/148945/a-z-same-word-or-almost-the-same-both-languages
  • 12. Scenario 5 : A “?” On every face The product has no concrete roadmap and product owner appears disengaged and scrum team is not happyhttp://office.microsoft.com/en-us/redir/PN000064365.aspx?lc=en%2DUS&CTT=102&qu=road&xc=MP900438811&Origin=MP900438811
  • 13. Scenario 6 : Changing Lanes The technology stack needs to be changedhttp://www.drivingschool.ca/drivereducation/page6.html
  • 14. 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
  • 15. And finally……INFLUENCE PEOPLEINTUTION PROJECTINTENTION PRODUCTINTERVENTION

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