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Pam successful agile leadership presentation in munich february 2012 v2

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presentation at the Scrum Table in Munich, 2012, Feb. 29, focusing on our study on "successful leadership in an agile environment" as well as on a model for agile management

presentation at the Scrum Table in Munich, 2012, Feb. 29, focusing on our study on "successful leadership in an agile environment" as well as on a model for agile management

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  • W esentlicher Einfluss auf Einführung, Umsetzung und Verbesserung von Agile
  • Transcript

    • 1. Successful Agile LeadershipHow line managers lead in an agile environment www.p-a-m.org
    • 2. Thomas Spielhoferhas been using agile methods since 2001.has facilitated the introduction of Scrum as responsiblemanager in different organizations and is now supportingothers in doing so as consultant.has 17 years of IT experience leading heavy-weightinternational projects based on IPMA and CMMI as well aslean product development initiatives based on XP andScrum.is co-editor of PAM - Platform for Agile Managementwww.p-a-m.org, Siegfried Kaltenecker is an organisational consultant with almost 20 years of experience in leadership training and management coaching. co-owns and co-manages Loop Organisationsberatung GmbH, an open consulting network, focusing on IT, financial services and industry www.loop-beratung.at. is a Certified ScrumMaster and co-editor of the PAM - currently busy with completing a book on “Kanban in der IT” to be published in May 2012 (in German)
    • 3. Successful Leadership in Agile Organizations Results of the 2011 Studyhttp://p-a-m.org/2011/06/exec-summary-of-the-study-on-successful-agile-leadership/
    • 4. What we wanted to find out: What is required to successfully lead in an agile environment? What are the key factors from the point of view of teams and their managers using agile methods?
    • 5. Our approach 58 face-to-face interviews with IT and business- experts from 5 different companies 7 clusters of qualitative and quantitative questions Aggregation of the questions both per company and across companies Interdisciplinary research team with backgrounds of agile and traditional project management, organizational development and line management
    • 6. Success factors of agile leadership Quality of communication Organizational Change Management Trust Professional Self ManagementMiddle Management as Change Agents Context Management & Coaching Leadership as a Team Sport
    • 7. Quality of communication„Internal communication has become more honest, more specific, things aresaid more straightforward” – team member Communication has improved in all 5 companies This is perceived very similarly by all hierarchical levels IT sees improvement in a better light than Impact of agile transition on communication business (1: very positiv 3: neutral: 5: very negativ)
    • 8. Trust„To work agile is like climbing stairs without handrails“– Senior Management BusinessTrust in ... the competence of the team their ability to self-organize... requires leaders to... adopt to change learn sincerely delegate responsibility cope with uncertainty and democracy Also see www.p-a-m.org: „A recipe for trust building“
    • 9. Middle Management as ChangeAgents„Why do we have line managers – so that someone signs our vacation forms?“– team member Not middle management, but command & control leadership becomes obsolete New core challenges: Recruiting, Role Clarification, Change How do you rate the potential that the entire company can benefit from the agile transition? Management,… (1: very positiv, 3: neutral, 5: very negativ)
    • 10. What we would like to know How do the results of our study fit to your own experience?  Confirmations, surprises, lack of clarity… ? What are the most important challenges for leadership in your onw environment? Please form table groups and talk about these questions for about 15 minutes At the end of your discussion please agree on your TOP 3 challenges and write them on three pincards
    • 11. Dinner. Enjoy!
    • 12. Time for dessert
    • 13. Draft of our Agile Leadership Model (ALM) Results Core Competencies Basic Skills Basic AssumptionsGet more information by the end of march on www.p-a-m.org
    • 14. Cross-functionalHierarchy-bridging Management Teams
    • 15. Agile Leadership Core Competency:Cross-functional, hierarchy-bridging management team  As a line manager you can: – take time to negotiate stakes and manage expectations in a new assignment – Establish trust within management team – Bridge silos with cross-functional teams  You can not: – Implement your corporate strategy top-down
    • 16. Agile Leadership Core CompetenciesStakeholder Management Stakeholder Map Interviews with most important business partners  Presentation of most important results, feedback and commitment on further steps
    • 17. Agile Leadership KernkompetenzenStakeholder Management Als Line Manager you can: Focus on most important customers and partners Survey different expectations Strengthen a culture of open and trustful communication Facilitate mutual commitment You can not: Clarify expectations once and for all times Solve all communication problems Avoid conflicts
    • 18. High Performing Teams
    • 19. Agile Leadership Core Competency:High Performing Teams As a line manager you can: - Staff the teams, balancing skills and tempers - help creating alignment among stakeholders - be a resource to your team You can not: – change the intrinsic motivation of your staff – Compensate for a lack of experience by becoming a “playing captain” – Compensate a lack of (self-)organization by micromanaging the teamAlso see: http://p-a-m.org/2011/09/high-performing-teams/
    • 20. Finale DigestionDiscussion in small groupsComments and questionsin plenaryGuest BookClosingChill Out

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