Jurgen Appelo http://www.noop.nl version 2 Checklist for the Agile Manager photo by Randy son of Robert

photo by blumpy disclaimer: this is a... (I sometimes change my opinion)

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

inspired by…

#1 Motivate People

extrinsic motivation doesn’t work that well photo by AMagill

diversity brings robustness and flexibility photo by woodleywonderworks

what motivates one demotivates another

photo by Balaji Dutt motivating people is NOT the same as NOT demotivating people

Do you know what is expected of you at work? Do you have the materials you need to do your work right? Do you get the opportunity to do what you do best every day? Did someone recently give you recognition or praise for doing good work? Do your colleagues seem to care about you as a person? Are you encouraged to work on your (self-)development? Do people make your opinion count? Do you feel that your job is important? Are your colleagues committed to doing quality work? Do you (or would you like to) consider some colleagues as friends? Does someone care about the progress of your work? Are you given the opportunity (time/resources) to learn and grow? (from: First, Break All the Rules , Marcus Buckingham) 12 Questions for Team Members

Do you know what is expected of you at work?

Do you have the materials you need to do your work right?

Do you get the opportunity to do what you do best every day?

Did someone recently give you recognition or praise for doing good work?

Do your colleagues seem to care about you as a person?

Are you encouraged to work on your (self-)development?

Do people make your opinion count?

Do you feel that your job is important?

Are your colleagues committed to doing quality work?

Do you (or would you like to) consider some colleagues as friends?

Does someone care about the progress of your work?

Are you given the opportunity (time/resources) to learn and grow?

(from: First, Break All the Rules , Marcus Buckingham)

#2 Empower Teams photo by Elvire.R .

“ 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

self-organization no manager photo by judepics

photo by striatic agile managers are invisible they act as a mirror “ How did you try to solve the problem?”

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 )

#3 Align Results photo by The Wandering Angel

self-organization this was the result of… photo by hive

photo by Mike Licht and this too…

unaligned self-organization photo by aviplot

aligned self-organization photo by john w

photo by WordRidden The Law of Requisite Variety: a system can only be controlled by a more complex system

photo by marcn The Path and the Fence: Lead and Rule

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

ordered complex chaotic empowerment alignment ordered organizations need empowerment chaotic organizations need alignment The Edge of Chaos

Optimize Communication #4 photo by foxypar4

Functional Teams, Line Organization

Cross-Functional Teams, Line Organization

Cross-Functional Teams, Matrix Organization

#5 Enforce Discipline photo by kaibara87

photo by anna pearson other people’s behavior must be predictable

The discipline stack... Self (self-discipline) Coach (teaching from master) Peers (warnings from equals) Signals (steering by infrastructure) Supervisor (a guy walking around) Manager (me, cleaning up the s**t) The higher in this hierarchy discipline is achieved, the better.

The discipline stack...

Self (self-discipline)

Coach (teaching from master)

Peers (warnings from equals)

Signals (steering by infrastructure)

Supervisor (a guy walking around)

Manager (me, cleaning up the s**t)

The higher in this hierarchy discipline is achieved, the better.

#6 Restrain Growth photo by mountainamoeba

photo by *Maurice** Parkinson’s Law organizations tend to get bigger

Cope’s Rule species tend to get bigger image by Bogdanov

Prevent systems from growing... Limit input and output (keep it simple) Reduce complexity (remove waste) Clean up regularly (refactoring) Make resources scarce (small budgets) Keep backlog filled (plenty of work)

Prevent systems from growing...

Limit input and output (keep it simple)

Reduce complexity (remove waste)

Clean up regularly (refactoring)

Make resources scarce (small budgets)

Keep backlog filled (plenty of work)

#7 Reduce Risk photo by rednuht

photo by Aaron Escobar

Self-Organized Criticality a critical state of high risk photo by lrargerich

#8 Measure Performance photo by xmatt

How to measure performance in a multi-project environment?

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:

The Tragedy of the Commons: using shared resources photo by ojbyrne

optimize the whole

optimize the whole = manage shared resources

#9 Evaluate Feedback photo by JasonRogers

photo by laffy4k one-on-ones news & rumors status & progress obstacles & help personal development

one-on-ones

news & rumors

status & progress

obstacles & help

personal development

#10 Acquire Knowledge photo by procsilas

give time, give resources, check progress agilists assume craftsmanship only few people pursue craftsmanship photo by ClintJCL

#11 Manage Uncertainty photo by rednuht

The Butterfly Effect small variations, big impact photo by Hamed Saber

photo by DavidHR be prepared for things you did not expect

make people comfortable with change

Adaptation to change…

#12 Evolve Practices photo by Hulagway

“ It takes all the running you can do, to keep in the same place.” - Louis Carroll Through the Looking Glass The Red Queen Effect

photo by Sukanto Debnath genotype (genes) phenotype (body)

process improvement Managing -- Metricate Analyze Check 7. Check Measurements -- -- -- Execute Do 6. Execute Processes (implicit) Improving Pilot 5. Implement Improvements Analyzing Improve Choose Act 4. Identify Improvements Plan 3. Define Metrics Targets Target Analyze Set Goals 2. Set Goals Managing Analysis Assess Understand Plan 1. Determine Problems CPI-7 Pr 2 imer AIM QIP PDCA

mutation experiment with new practices photo by Ramona Forcella

horizontal transfer copy some practices from other sources photo by V 2

crossover photo by Kevin N. Murphy mix all practices from two sources

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

Thanks, I hope to have inspired you! Q & A picture by - bast -

@jurgenappelo

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 [email_address] . 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 [email_address] .