The Role of the Manager in an Agile, or Wannabe Agile, Org
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The Role of the Manager in an Agile, or Wannabe Agile, Org

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    The Role of the Manager in an Agile, or Wannabe Agile, Org The Role of the Manager in an Agile, or Wannabe Agile, Org Presentation Transcript

    • The Lesser KnownBreakfast of Champions a.k.a. The Role of the Manager in an Agile, or Wannabe Agile, Org Steven  Koes   President  
    • Who Are You?•  First:  props  for  being  here,  you’ve  already   demonstrated  more  mo<va<on  than  80%  of   par<cipants  in  soAware  development.  Need  a   job?  J  •  Developers,  star<ng  a  company  or  want  to  start  a   company?  •  What  would  you  like  to  get  out  of  today’s   session?  
    • Who is This Guy?•  15+  Years  in  SoAware  Development:  IBM,  2  Startups,  Consul<ng,   Travel,  Educa<on  •  Believes  Agile  can  create  more  of  the  right  products  and  do  so  at   a  higher  quality  in  less  <me,  regardless  of  the  industry;  has   worked  in  orgs  in  which  Agile  did  so  and  orgs  in  which  it  failed   miserably  •  Computer  Science  BA  &  Masters  in  Business  &  Management   from  Wharton/Upenn  •  Recently  started  An<phon,  Inc.,  to  offer  business  real-­‐<me   insight  into  the  rela<onships  between  their  online  &  mobile   marke<ng  (yes,  SEO,  too),  web  site  sta<cs,  customer  interac<ons   and,  of  course,  revenue  and  profit  
    • Your Mental Model of ManagementWhich  picture  most  closely  resembles  your  mental  picture  when  you  think  of  a  manager?  
    • Your Mental ModelOver  the  course  of  your  career...  
    • Your Mental ModelAt  your  current  organiza<on…  
    • Your Mental ModelIn  an  Agile  Org…  
    • Your Mental ModelIn  an  Ideal  World?  
    • Closer Look: What Our Mental Models of Management May Mean •  Are  managers  primarily  disciplinarians  and/or   task  masters?   •  Should  they  know  more  and  be  more  capable   than  you  are?   •  Are  they  administrators,  <me-­‐sheet  collectors,   bean  counters,  irritants?   •  Do  they,  or  should  they,  empower  and  support   you?   •  Do  they  help  you  navigate  your  company’s   hierarchy  and/or  help  you  understand  your   group’s  vision  and  the  market  for  your  services   and/or  products?  
    • From Control to Commitment•  Models  of  management  are  changing  in  many   industries,  in  most  cases  from  control/admin/ supervisor  to  glue/facilitator/enabler/nurturer/ mentor  •  Why?     –  Crea<ve  labor  cannot  be  “herded”   –  Compe<<ve  advantage  oAen  comes  from  extrac<ng   discre<onary  value  from  employees   –  Technology,  of  course   –  Company<-­‐>employee  loyalty  is  all  but  dead,  both   par<es  must  constantly  “brand”  themselves  and   develop  and  maintain  a  reputa<on  
    • Aunt Jemima: Take a Closer Look•  Nurturing    •  Confident  but  approachable  •  Updates  her  image  and  her  recipes  as  needed  •  Authen<c:  sure,  she’s  fic<onal,  but  if  she   weren’t,  the  image  makes  it  clear  she  makes   and  eats  plenty  of  pancakes  herself!  
    • Aunt Jemima’s School of Management•  Walk  the  talk:  know  your  industry,  company   and  product  and  help  your  team  navigate   them  all  •  Pancakes/Feed  your  teams:  share  industry   and  company  knowledge  •  Roll  up  your  sleeves:  get  grunt  work  out  of   your  teams’  way  and  help  individuals  find  and   focus  on  what  they  are  good,  like  and  that   adds  value  
    • Aunt Jemima’s School of Management•  Smile  and  look  straight  ahead:  make  decisions   collabora<vely  and  transparently  and  invite   others  to  ques<on  them  and  make   sugges<ons  •  Change  your  recipe  when  it’s  not  working:   nothing  s<fles  construc<ve  cri<cism  like   having  no  response  and/or  nothing  changing  
    • Nurturing Agile at Your Org How  do  your  managers  see  themselves?  
    • Nurturing Agile at Your Org•  Assess  your  org’s  culture:  could  the  Marines   use  the  Agile  process?  Should  they?  •  Know  thyself:  know  why  you  are  doing  it  and   how  it  benefits  both  you  and  the  org  •  As  unappealing  as  it  may  be,  you  will  have  to   make  appeals  to  emo<on  and  personal  needs     as  well  as  logical  arguments  
    • Basic Steps•  Create  a  sense  of  urgency  •  Build  a  coali<on  that  spans  all   stakeholders  and  their  bosses  •  Set  “value  added”  goals,  e.g.  greater   customer  sa<sfac<on,  more  downloads,   fewer  defects  •  Define  clear,  simple  ways  to  measure   progress  toward  your  goals  
    • Basic Steps•  Some  of  these  should  benefit  decision-­‐ makers,  likely  your  boss,  directly,  for   maximum  impact  •  Demonstrate  how  Agile  helped  if  and   when  the  group  makes  progress    •  Accept  it  will  likely  not  be  as  well  or   completely  Agile  as  you  would  like  and   celebrate  baby  steps  
    • Some Things That Are Likely to Deter Your Progress•  Going  Agile  in  an  organiza<on  that  is  too   culturally  different  from  what  Agile  requires  •  Saying  “you  don’t  get  it”  to  almost  anyone;  if   you  want  to  change  things,  it  is  incumbent   upon  you  to  “get”  them  and  their  business   first  •  Losing  sight  of  what  Agile  is  supposed  to  do   for  the  company,  a.k.a.  making  Agile  the  goal   rather  than  a  means  
    • In Closing•  Agile,  and  transi<oning  to  Agile,  is   challenging,  rewarding  and  fun  •  If  it  is  consistently  none  of  the  above   for  more  than  a  couple  weeks,  pause,   reflect  (retrospec<ve  J)  and  re-­‐assess   your  process  and/or  transi<on  •  Your  manager  should  be  able  to  help!    
    • Additional Materials“How  to  Change  a  Culture,”  MIT  Sloan  Management  Review,  John  Shook  12/2010    “Corporate  Transforma<on  Without  a  Crisis,”  The  McKinsey  Quarterly,  Jonathan  Day  &  Michael  Jung  4/2004    “Why  Should  Anyone  be  Led  by  You?”  HBR,  Robert  Goffee  &  Gareth  Jones  6/2004    “David  Neeleman:  Flight  Path  of  a  Servant  Leader,”  HBR,  Bill  George  &  Marhew  Breiselder  9/2009    Organiza<on  Change,  Theory  &  Prac<ce,  W.  Warner  Burke  6/2002    Communica<ng  Change:  How  to  Win  Support  for  New  Business  Direc<ons,  TJ  and  Sandar  Larkin  1994    hrp://www.psychologytoday.com/blog/wired-­‐success/201107/is-­‐loyalty-­‐dead