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

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

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

56. Adaptation to change…

57. #12
Evolve Practicesphoto by Hulagway

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

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

60. 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

61. mutation
experiment with new practicesphoto by Ramona Forcella

62. horizontal transfer
copy some practices from other sourcesphoto by V 2

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

64. 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

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

66. m30.me/happiness

67. @jurgenappelo
slideshare.net/jurgenappelo
noop.nl
linkedin.com/in/jurgenappelo
jurgen@noop.nl

68. 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.