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.
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 ManagerPresentation Transcript
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
#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.
#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)
#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
#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] .
Rafaelle Rafaello
Regards,
Tri Hue 3 years ago
Congratulations!!!
Greetings from Brazil 4 years ago