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Learning to be a manager in the Age of Agile share



Session from Giuseppe De Simone and Marko Keba at Agile Croatia Conference 2012

Session from Giuseppe De Simone and Marko Keba at Agile Croatia Conference 2012



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  • Introduce ourselves Today we’re going to paint together the picture of a manager’s journey in the world of agile nased on our experience and the things we have learned along the way. If you have any question, pls save them for the end. Are you ready? Let’s start then. [Click to start the video] 2011-10-19
  • Duration: 5 min Q: Who’s this guy? Than the Quote appears. Q: How does this relate to us and the business we are in? The age of Agile is today, we all know that, it’s been 10 years since the signing of the manifesto. But the principles of Lean go back in time a bit further. Deming, Japan, TPS, Poppendiecks, and our first exercise will be tied to the Lean SW Development principles.
  • Duration: 10 min Tell actions or behaviours to kill these 2 principles. How about respecting people? Active listening? Empowering people? Optimize the whole? Seeing the bigger picture? Taking responsibility of the product as a whole? What do you think about those actions? How much do they differ from what we do or see everyday around us?
  • You know what is definition of insanity? The problem is that there are companies which are still applying management values, tools and principles designed before 1920 for a totally different world and a different goal. Task design, pay for performance, capital budgeting, 1920 stuff covering 1920 problems with its tools, principles and methods Traditional management was invented in beginning 1900 (based on mid 1800 concepts) or a problem different from current problems to be fixed 2. Most people in management roles receive little or no training on how to be  good managers.  Many people are promoted into management roles because they excel at technical work.   This is not an easy transition. 3. Many people in management roles are working out of a mental model of management that limits their effectiveness.  (See Don Gray’s Managing in Mayberry for two common mental models and one that’s less common.) 4. Many of the role models new managers have aren’t helpful. If people have never experienced good management, you can’t fault them for a lack of imagination. 5. Much of the management training out there is crap. New problems and good engineers now become managers and working with people (even more difficult than for people trained at business schools). Even for managers 1.0 it’s hard if your education comes from technical background: we miss relational and business skills. People in management roles are expected to achieve results over which they have no direct control.  They must work thru other people and create work environments and work systems that support other people to do excellent work. Most managers have no training in how to do this. Working against each other: making their silo great Traditional Managers in it companies Challenge with IT companies today for traditional mngmt practices. SW is intangible – Its’ an arbitrary representation of an intention (there’s not only one solution to a given problem) SW is collaborative – We developers make our lives complicated to make someone else’s lives easier. It is not possible solve a complex problem alone in a time which is compatible with modern business needs. SW is heuristic – It’s a learning process. It’s an answer to problems which are always new: if we had already a SW which solves a certain problem, we wouldn’t need to develop it. Change is always there: unpredictability,etc. Requirement change towards development.
  • The significant problems we have cannot be solved at the same level of thinking with which we created them. Today’s world Why we need to change? New challlenges in todays’ world Today’s world fast change fierce competition knowledge as comodity Innovation failure of traditional management Some statistics: The rate of return on assets of large firms in 2009 was one-quarter of what it was in 1965 Average life-time of S&P Top 500 companies has decreased 5 times since after Second World War Whole sectors of economy lost Only 1 out of 5 workers is fully engaged in his/her work
  • Fischer (biologist 1920s) Challenge mngmt dogma What problems mngmt 1.0 was meant to solve? Not how to be adaptable, innovative and engaging It was how to turn human beings in semi-programmable robots. How to turn farmers, maids and craftsmen close to the machine adn doing the same thing over and over again willing to learn fron the fringe: learn from the web 100 ago the guys inventing mngmt 1.0 were fighting against the mainstream: we're not.
  • 2-3 minutes We learned some facts about our brain. Thanks to David Rock’s work. So here is some more facts about our brain, from recent studies in the field of neuroscience. 1. The brain is a connection machine – the brain creates millions of new connections each second and the underlying functionality of our brain is one of finding associations, connections, and links between bits of information. 2. The brain hardwires everything it can – when we process any new idea, we create a map of that idea in our mind, and then compare it subconsciously in a fraction of a second to our existing maps. In a way, we try to hardwire the information we just received with our existing connections. 3. Our hard wiring drives automatic perception – any piece of information that comes along gets broadly gets compared to our existing mental maps, to see where the connections are – we try very hard and we literally try to make the connections fit by doing a lot of approximating. The bad news is that 4. It’s practically impossible to deconstruct our wiring – attention itself creates change in the brain. This means that trying to get rid of circuits is often ineffective – we end up deepening them instead. So the question is - how can we hope to change then? The good news is that 5. It’s easy to create new wiring – the brain creates new connections all the time. Every time we travel to a new part of a city we create a map of the area. Creating new circuits can be quite easy.
  • Change is hard. Change - hard/pain, manager changes himself and the environment/organization for his people. People will look if you walk the talk. The manager itself needs to change. He needs to change the environment in which the change for others can take place. Learning and deliberate practice Continuously challenge what you’re doing in the light of Agile principles and not just follow the old main river bed or the old mainstream, otherwise you never create new maps and build new behaviours skills. How do you like being convinced by a sales person?
  • Learning and deliberate practice Make sure you’re conscious of what you’re doing if you expect change Start acting on a conscious level to create the right new river beds
  • What is the most important things your developers need to do/change because of the new WoW? Common activity: people shout and we wrote on the whiteboard Introducing AA exercise What shall we do as managers? We do not really know what to do. Then, practically speaking, what is the tool we proposed to achieve the goals we are talking about? It’s basically what you just did: we started from Agile and Lean values and principles and translated them into a series of checklists listing expected behaviors and needed skills to fulfill those values and principles in your daily work, based on our experience as Agile coaches. We want to introduce and build a continuous improvement mindset at all levels, starting from a personal level. It's learning from our successes and failures.. So being an actively learning organization really means continuously and honestly assess what and how we're doing, where we are and take actions to improve. And really to do it on all levels, starting from a personal level, up to the team level and also up to the different organizational levels. It’s an iterative process: assessing yourself not once for all, but seeing continuosly where you are and improving all the time, helps enforcing the new maps and make new behaviours as habits.
  • David Starr Jordan (genetics, educator) 1830-1930 We become better by knowing where we want to go, honestly assessing who we are and taking a small step in the right direction. Use Amplifier as a mirror – take a look at yourself or see the reflections from others Have a dialogue with your team, with your colleagues, with your manager, with your coach, …
  • How we work with AA How we do the training with managers Kick-off workshop Learning by teaching Training program based on managers learning needs self led by managers Self learning (Lunch and learn, Lunch and share) How we do coaching with managers Transition cannot be delegated: managers need to be highly involved Providing and aligning vision, fixing impediments, addressing bottleneck in the value flow, etc. E.g. getting HR engaged, IPM pilot Use of AA, etc. Use Amplifier as a mirror – take a look at yourself or see the reflections from others Have a dialogue with your team, with your colleagues, with your manager, with your coach, …
  • Quote: Leadership and learning are indispensable to each other. - John F. Kennedy We’re approaching the end of our session . Let’s recap what we would like you to get out of our presentation. Here it goes… [click]
  • This is the only silver bullet!!! Hansei is Japanese meaning “Reflection”. An exercise such as Feedforward is a chance for everyone to review and analyse what has come to pass. Kaizen in means “Continuous Improvement”. Once you get feedback, it’s up to you to take some action, however small, if you’re serious about improving. Remember “Baby Steps!”. And if you’re serious about transforming your team, begin by changing yourself. It’s an iterative process: assessing yourself not once for all, but seeing continuosly where you are and improving all the time, helps enforcing the new maps and make new behaviours as habits.

Learning to be a manager in the Age of Agile share Learning to be a manager in the Age of Agile share Presentation Transcript

  • It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change! Charles Darwin
  • ANTI-SOLUTIONEliminate waste Build integrity in Create knowledge GameDefer commitment Deliver as fast as possible Respect peopleOptimize the whole Warm- Warm-up View slide
  • Doing the same things over and over, butexpecting different results. Albert Einstein – Definition of Insanity View slide
  • If youre not a front line engineer, theresonly one reason for you to exist: help yourteam move faster Jan Bosch
  • TAKEAWAY #1The better adapted you are, the less adaptable you tend to be Sir Ronald Fisher
  • Adults are much more likely to act theirway into new way of thinking than tothink their way into new way of acting. Richard Pascale
  • Everyone thinks of changing the world, butno one thinks of changing himself. Leo Tolstoy
  • TAKEAWAY #2 Challenge the decisions you’re taking before putting them in action
  • Joe theregular guy Warm- Warm-up
  • AGILE AMPLIFIERWisdom is knowing what to do next;virtue is doing it. David Starr Jordan Warm- Warm-up
  • TAKEAWAY #3 If you want your developers to be at the edge of technology, make sure you are at the edge of management.
  • OUR EXPERIENCELeadership and learning are indispensableto each other. John F. Kennedy
  • TAKEAWAYS1.The better adapted you are, the less adaptable you tend to be - Sir Ronald Fisher2.Challenge the decisions you’re taking before putting them in action3.If you want your developers to be on the edge of technology make sure you are at the edge of management
  • CONTACTS• Giuseppe De Simone – mail: giuseppe.desimone@ericsson.com – Twitter: @giusdesimone – web: http://it.linkedin.com/in/giuseppedesimone• Marko Keba – mail: marko.keba@ericsson.com – Twitter: @MarkoKeba – web: http://hr.linkedin.com/pub/marko-keba Artwork by Francesca Marfia