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Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
Checklist for the Agile Manager
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Checklist for the Agile Manager

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In this presentation I describe what the role of a manager is in an agile organization. I give a checklist of 12 topics that managers should concern themselves with. …

In this presentation I describe what the role of a manager is in an agile organization. I give a checklist of 12 topics that managers should concern themselves with.

Note: About 90% of this presentation consists of slides from an earlier presentation (So Now You're an Agilist, What's Next?) But this one is more focused on management.

http://www.noop.nl
http://www.jurgenappelo.com

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  • AGILISTS, PROJECT MANAGERS The things that motivate people are not the same as the things that demotivate them. If you take away everything that demotivates a person, then that doesn’t mean that he will be motivated.
  • Transcript

    • 1. Checklist for the Agile Manager Jurgen Appelo http://www.noop.nl version 3 photo by Randy son of Robert
    • 2. Jurgen Appelo writer, speaker, trainer, entrepreneur... www.jurgenappelo.com
    • 3. Get my new book for FREE! m30.me/ss
    • 4. photo by blumpy disclaimer: this is a... (I sometimes change my opinion)
    • 5. The Checklist Reduce Risk Measure Performance Evaluate Feedback Acquire Knowledge Manage Uncertainty Evolve Practices Motivate People Empower Teams Align Results Optimize Communication Enforce Discipline Restrain Growth photo by richjensen
    • 6. inspired by…
    • 7. #1 Motivate People
    • 8. extrinsic motivation doesn’t work that well photo by AMagill
    • 9. diversity brings robustness and flexibilityphoto by woodleywonderworks
    • 10. what motivates one demotivates another
    • 11. photo by Balaji Dutt motivating people is NOT the same as NOT demotivating people
    • 12. 1. Do you know what is expected of you at work? 2. Do you have the materials you need to do your work right? 3. Do you get the opportunity to do what you do best every day? 4. Did someone recently give you recognition or praise for doing good work? 5. Do your colleagues seem to care about you as a person? 6. Are you encouraged to work on your (self-)development? 7. Do people make your opinion count? 8. Do you feel that your job is important? 9. Are your colleagues committed to doing quality work? 10.Do you (or would you like to) consider some colleagues as friends? 11.Does someone care about the progress of your work? 12.Are you given the opportunity (time/resources) to learn and grow? (from: First, Break All the Rules, Marcus Buckingham) 12 Questions for Team Members
    • 13. #2 Empower Teamsphoto by Elvire.R.
    • 14. “For example, an ant colony, the brain, the immune system, a Scrum team, and New York City, are self-organizing systems.” - Ken Schwaber Agile Software Development with Scrum
    • 15. self-organization no manager photo by judepics
    • 16. photo by striatic agile managers are invisible they act as a mirror “How did you try to solve the problem?”
    • 17. photo by Amir K. make yourself not needed (when you succeed you will be priceless) The only way to make yourself indispensable is to make yourself dispensable. (John C. Maxwell)
    • 18. #3 Align Resultsphoto by The Wandering Angel
    • 19. self-organization this was the result of… photo by hive
    • 20. photo by Mike Licht and this too…
    • 21. unaligned self-organizationphoto by aviplot
    • 22. aligned self-organizationphoto by john w
    • 23. photo by WordRidden The Law of Requisite Variety: a system can only be controlled by a more complex system
    • 24. photo by marcn The Path and the Fence: Lead and Rule
    • 25. photo by sonictk lead rule To be a leader is not the next step for managers It is the manager's job to give room to leaders
    • 26. ordered complex chaotic empowerment alignment ordered organizations need empowerment chaotic organizations need alignment The Edge of Chaos
    • 27. Optimize Communication #4 photo by foxypar4
    • 28. Functional Teams, Line Organization
    • 29. Cross-Functional Teams, Line Organization
    • 30. Cross-Functional Teams, Matrix Organization
    • 31. #5 Enforce Disciplinephoto by kaibara87
    • 32. photo by anna pearson other people’s behavior must be predictable
    • 33. The discipline stack... 1. Self (self-discipline) 2. Coach (teaching from master) 3. Peers (warnings from equals) 4. Signals (steering by infrastructure) 5. Supervisor (a guy walking around) 6. Manager (me, cleaning up the s**t) The higher in this hierarchy discipline is achieved, the better.
    • 34. #6 Restrain Growthphoto by mountainamoeba
    • 35. photo by **Maurice** Parkinson’s Law organizations tend to get bigger
    • 36. Cope’s Rule species tend to get biggerimage by Bogdanov
    • 37. Prevent systems from growing... 1. Limit input and output (keep it simple) 2. Reduce complexity (remove waste) 3. Clean up regularly (refactoring) 4. Make resources scarce (small budgets) 5. Keep backlog filled (plenty of work)
    • 38. #7 Reduce Riskphoto by rednuht
    • 39. photo by Aaron Escobar
    • 40. Self-Organized Criticality a critical state of high riskphoto by lrargerich
    • 41. #8 Measure Performancephoto by xmatt
    • 42. How to measure performance in a multi-project environment?
    • 43. Project A Project B Project C Total € 100000 € 20000 €50000 +20% -30% +10% 10% 20% 5% 5% 30% 0% 0% 40% 25% +2000 -1200 +250 +1000 -1800 0 0 -2400 +1250 +1050 -800 -1150 X Y Z Budget: Overrun:
    • 44. The Tragedy of the Commons: using shared resources photo by ojbyrne
    • 45. optimize the whole
    • 46. optimize the whole = manage shared resources
    • 47. #9 Evaluate Feedbackphoto by JasonRogers
    • 48. photo by laffy4k one-on-ones • news & rumors • status & progress • obstacles & help • personal development
    • 49. #10 Acquire Knowledgephoto by procsilas
    • 50. give time, give resources, check progress agilists assume craftsmanship only few people pursue craftsmanship photo by ClintJCL
    • 51. #11 Manage Uncertaintyphoto by rednuht
    • 52. The Butterfly Effect small variations, big impactphoto by Hamed Saber
    • 53. photo by DavidHR be prepared for things you did not expect
    • 54. make people comfortable with change
    • 55. Adaptation to change…
    • 56. #12 Evolve Practicesphoto by Hulagway
    • 57. “It takes all the running you can do, to keep in the same place.” - Louis Carroll Through the Looking Glass The Red Queen Effect
    • 58. photo by Sukanto Debnath genotype (genes) phenotype (body)
    • 59. PDCA QIP AIM Pr2imer CPI-7 1. Determine Problems Plan Understand Assess Analysis Managing 2. Set Goals Set Goals Analyze Target Targets 3. Define Metrics Plan 4. Identify Improvements Act Choose Improve Analyzing 5. Implement Improvements Pilot Improving 6. Execute Processes (implicit) Do Execute -- -- -- 7. Check Measurements Check Analyze Metricate -- Managing process improvement
    • 60. mutation experiment with new practicesphoto by Ramona Forcella
    • 61. horizontal transfer copy some practices from other sourcesphoto by V 2
    • 62. crossover photo by Kevin N. Murphy mix all practices from two sources
    • 63. The Checklist Reduce Risk Measure Performance Evaluate Feedback Acquire Knowledge Manage Uncertainty Evolve Practices Motivate People Empower Teams Align Results Optimize Communication Enforce Discipline Restrain Growth
    • 64. picture by -bast- Thanks, I hope to have inspired you! Q & A
    • 65. @jurgenappelo slideshare.net/jurgenappelo noop.nl linkedin.com/in/jurgenappelo jurgen@noop.nl
    • 66. http://creativecommons.org/licenses/by-nd/3.0/ This presentation was inspired by the works of many people, and I cannot possibly list them all. Though I did my very best to attribute all authors of texts and images, and to recognize any copyrights, if you think that anything in this presentation should be changed, added or removed, please contact me at jurgen@noop.nl.

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