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Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
Recent history of management
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Recent history of management

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A talk done at Agile Poland in Warsaw in November 2012.

A talk done at Agile Poland in Warsaw in November 2012.

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  1. The Recent History of Management. From the Era of Stagnation to the RenaissanceAgile Pizza Alexey KrivitskyWarsaw, November 2012 @alexeykri krivitsky@scrumguides.com
  2. How do companies evolve?When do managers appear? Why? What do they typically do? What is great management? What is the place of managers in an agile organization?
  3. Good ol’ days…
  4. Good ol’ days…
  5. Generally speaking…
  6. A DREAMER ALSO A DREAMER
  7. A DREAM TEAMself-directed and empowered
  8. TEAM,WE NEED TO SCALE
  9. TEAM,WE NEED TO SCALE
  10. MORE!
  11. AND MORE!
  12. AND SOMEI CAN’T MORE! I CAN’TMANAGE THAT MANAGE THIS
  13. HEY, WE NEED MANAGERS!
  14. S.P.O.C.K. Specially Placed Organization Control Keeper
  15. MANAGERS arefrom MARSDEVELOPERS are from VENUS
  16. Root-causes vs. symptoms
  17. The larger the company is – the more the problems there are... quality integrationmotivation iteration engineering
  18. The larger the company is – the more the problems there are... quality integration motivation project risks programs crisis iteration changenobody-knows-what-the-hell configuration engineering development agile
  19. The larger the company is – the more managers there are. quality manager integration manager motivation manager project manager risks manager programs manager crisis manager iteration manager change managernobody-knows-what-the-hell manager configuration manager engineering manager development manager agile manager
  20. Is it a safe place?
  21. We have a strongretention department We have a strong team of architects
  22. We need K.P.I.s I cannot see the results.
  23. C1 W1 C2 W2 C3 W3 C4C1 C2 C3 C4 ΣC E= ΣC +Σw
  24. Management and optimizations are hard.Especially, when you’re trying to manage and optimize wrong things. END OF SIDE A
  25. SIDE B
  26. The 5th and the 6th beatlesBrian Epstein George MartinMANAGER PRODUCER
  27. Brian gave space for the team to organize. Quit the team on his own Was fired by the and team. Ringo was hired.
  28. George gave the space for the team to learn. Latest albums were mixed by the band.
  29. The two types of managersManaged results Managed technologies
  30. “The two types of managers”http://www.slideshare.net/rodrigobranas/mary-poppendieck-the-professor-and-the-entrepreneur
  31. The three types of managers
  32. MANAGER- Owner of ENTREPRENEUR Product Adev devdev devtester tester uxfeature team 1
  33. DO RIGHT DO THINGS THINGS RIGHT
  34. Owner of Product Adev devdev devtester tester ux scrum- master MANAGER-feature team 1 FACILITATOR
  35. DO RIGHT DO THINGS THINGS RIGHT DO THINGS FAST
  36. MANAGER- Owner of ENTREPENEURS Owner of Product A Product BMANAGERS- MENTORS dev dev dev dev dev devmentor dev dev dev dev dev test tester tester tester tester testermentor ux ux ux uxmentor agile scrum- scrum- master MANAGERS- mastercoach FACILITATORS feature team 1 feature team 2 feature team 3
  37. My outcomes: 1) Don’t manage people. 2) Don’t manage problems.Because by doing this you’re fixing symptoms.
  38. Work on the root-level.Enable: 1) Purpose 2) Autonomy 3) Mastery “Drive” by Daniel Pink
  39. Owner of Owner of Product A PURPOSE Product B dev dev dev dev dev devmentor dev dev dev dev dev test tester tester tester tester testermentor MASTERY ux ux ux uxmentor agile scrum- scrum- scrum-coach master master AUTONOMY master feature team 1 feature team 2 feature team 3
  40. Alexey Krivitsky @alexeykrikrivitsky@scrumguides.com

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