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.

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.

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http://www.jurgenappelo.com

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  • Agile Project Management: A Quick Start Beginner's Guide To Mastering Agile Project Management --- http://amzn.to/1TYuT5O
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  • Scrum: a Breathtakingly Brief and Agile Introduction --- http://amzn.to/1RXz3F4
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  • Essential Scrum: A Practical Guide to the Most Popular Agile Process (Addison-Wesley Signature Series (Cohn)) --- http://amzn.to/21BEO0e
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  • WOW for the content and WOW for presentation (could not believe that i understand the slides)
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  • Very sensible stance on managing Agile programming teams
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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.
  • Checklist for the Agile Manager

    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. photo by blumpy disclaimer: this is a... (I sometimes change my opinion)
    4. 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
    5. inspired by…
    6. #1 Motivate People
    7. extrinsic motivation doesn’t work that well photo by AMagill
    8. diversity brings robustness and flexibilityphoto by woodleywonderworks
    9. what motivates one demotivates another
    10. photo by Balaji Dutt motivating people is NOT the same as NOT demotivating people
    11. 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
    12. #2 Empower Teamsphoto by Elvire.R.
    13. “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
    14. self-organization no manager photo by judepics
    15. photo by striatic agile managers are invisible they act as a mirror “How did you try to solve the problem?”
    16. 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)
    17. #3 Align Resultsphoto by The Wandering Angel
    18. self-organization this was the result of… photo by hive
    19. photo by Mike Licht and this too…
    20. unaligned self-organizationphoto by aviplot
    21. aligned self-organizationphoto by john w
    22. photo by WordRidden The Law of Requisite Variety: a system can only be controlled by a more complex system
    23. photo by marcn The Path and the Fence: Lead and Rule
    24. 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
    25. ordered complex chaotic empowerment alignment ordered organizations need empowerment chaotic organizations need alignment The Edge of Chaos
    26. Optimize Communication #4 photo by foxypar4
    27. Functional Teams, Line Organization
    28. Cross-Functional Teams, Line Organization
    29. Cross-Functional Teams, Matrix Organization
    30. #5 Enforce Disciplinephoto by kaibara87
    31. photo by anna pearson other people’s behavior must be predictable
    32. 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.
    33. #6 Restrain Growthphoto by mountainamoeba
    34. photo by **Maurice** Parkinson’s Law organizations tend to get bigger
    35. Cope’s Rule species tend to get biggerimage by Bogdanov
    36. 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)
    37. #7 Reduce Riskphoto by rednuht
    38. photo by Aaron Escobar
    39. Self-Organized Criticality a critical state of high riskphoto by lrargerich
    40. #8 Measure Performancephoto by xmatt
    41. How to measure performance in a multi-project environment?
    42. 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:
    43. The Tragedy of the Commons: using shared resources photo by ojbyrne
    44. optimize the whole
    45. optimize the whole = manage shared resources
    46. #9 Evaluate Feedbackphoto by JasonRogers
    47. photo by laffy4k one-on-ones • news & rumors • status & progress • obstacles & help • personal development
    48. #10 Acquire Knowledgephoto by procsilas
    49. give time, give resources, check progress agilists assume craftsmanship only few people pursue craftsmanship photo by ClintJCL
    50. #11 Manage Uncertaintyphoto by rednuht
    51. The Butterfly Effect small variations, big impactphoto by Hamed Saber
    52. photo by DavidHR be prepared for things you did not expect
    53. make people comfortable with change
    54. Adaptation to change…
    55. #12 Evolve Practicesphoto by Hulagway
    56. “It takes all the running you can do, to keep in the same place.” - Louis Carroll Through the Looking Glass The Red Queen Effect
    57. photo by Sukanto Debnath genotype (genes) phenotype (body)
    58. 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
    59. mutation experiment with new practicesphoto by Ramona Forcella
    60. horizontal transfer copy some practices from other sourcesphoto by V 2
    61. crossover photo by Kevin N. Murphy mix all practices from two sources
    62. 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
    63. picture by -bast- Thanks, I hope to have inspired you! Q & A
    64. m30.me/happiness
    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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