Agile People Gothenburg
4/12 2013
Peter Antman
https://leanpub.com/pyramiderna
Exercise
 Secretly find
two persons in
the room
 Form a triangle
with them
 Keep your
distance all the
time
 (ignore d...
Debrief
 Any situations at work that is similar?
 Could a project leader have solved it?
 Variation: Look up an enemy a...
Peter Antman

Who am I?

0760 140 150
peter.antman@crisp.se
@peterantman
www.crisp.se/konsulter/peter.antm
an
blog.crisp.s...
Write down typical tasks and
responsibilities in a company
Employee
Manager
Knowledge
Decide
Competence

Power

Control

C...
Peter Antman

6
From following
knowledge

to generating knowled
Peter Antman

7
Peter Antman

8
From resource efficiency

To flow efficiency
Peter Antman

9
The agile organization
Iterate

Pull

Peter Antman

10
HR

Peter Antman

11
Values in agile
organization
Team responsible

On demand (pull)
Short feedback
loops

Inner motivation

Continous improvem...
Peter Antman

13

Performance

Salary

Competence

Coaching
Development Manager @
Polopoly






Polopoly – Enterprise WebCMS
International take of 2008
Started Agile transformat...
…made into 4
hyperproductive,
self-elected,
self-managing
scrum teams

Peter Antman

15
The archimedean lever
 The teams are selforganizing
 They have a shared
responsibility for
everything they deliver
 No ...
Manage at system level
2. Enhance feedback

3. Change environment (pressure and support)

Feedback (information)

Environm...
Command

Manager

Team

Individual

Power
Autonomy

Competence

Support
Resources

Budget

Knowledge

Decide
Responsibilit...
Management areas that
changed







Coaching
Titles/Roles
Hiring
Performance reviews
Salary
Competence

Peter Antma...
Peter Antman

20
From manager
to coach

Peter Antman
Peter Antman

22
From titles to roles

Peter Antman

23
Peter Antman

24
Before hiring
We love to work
here

So we like all
our friends to
work here too

Peter Antman

25
Hiring – from heroism empircis
to

Peter Antman

26
Beware of tempo

Peter Antman

27
Peter Antman

28
All the research shows performance
appraisals demotivate people but we still
hand out performance appraisals thinking
that...
”Utvecklingssamtal” –
Performance reviews
 A mandated process
 for a specified period in
time
 A group of employees
 w...
Performance reviews not in
line
with agile values
Team responsible

On demand (pull)
Short feedback
loops

Inner motivatio...
We tried
Δ

+
The foo
lib

Help
recruiting
Team meeting every 1 month

Personal retrospective 6 month

Voluntary one-on-on...
Team barometer
& Happiness metrics

Team A

Team B

Team C

Team D

Totalt
Peter Antman

34
Salaries

€

€

Peter Antman

35
Three criteria for salaries
Viewed as fair (structure)

Encourage people to take more
responsibilities and improve their
w...
Meeting 1

New salary process
We consider…

Individual capacities.
Such as skill, compe-tence,
engagement and
responsibili...
New salary process
We suggest…

Peter Antman

Meeting 2

OK

38
The s-curve
 Try to handle absolute v.s. relative
growth

Peter Antman

39
I get compensation for my
work effort in the form of a
salary

I get rewarded together with every
one else through mutual
...
Peter Antman

41
Domain knowledge





Pair programming
Possible to switch team
Spikes
Allowed to take on stuff you do not
know (not pr...
Professional knowledge






Dojos
Lab days (5 %)
Hackathons
Geeknights
Conferences

Peter Antman

43
Peter Antman

44
From self organizing…






Chose team
No SM
All meetings open for everyone
Owns backlog (startup)
Coordinate through...
Team collaboration as
networks
Ting

Peter Antman

46
Command

Manager

Team

Individual

Performance
Autonomy

Power
Money

Resources
Knowledge
Budget

Competence

Decide
Resp...
Not much left to the boss









Vacations
Recruitment
Time reporting
Salaries
Team coaching
Ceremonies
Manageme...
Future: Teams with support
services
Budget

Salary

Recruting
Ting

Competence
Coaching

Peter Antman

49
Manager role in an agile
organization







A servant
that enables
people to do a great job
based on their unique p...
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Tear Down the Pyramid Again - Agile Management from the trenches

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From self-organization to self-management. How manaement and HR changed when we made our agile transformation. This is from the Swedish book "Riv pyramiderna igen". Speach held at Agile People 3/12 2013 Gothenburg.

Sorry for the broken fonts. Powerpoint on mac does not allow embedding.

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Tear Down the Pyramid Again - Agile Management from the trenches

  1. 1. Agile People Gothenburg 4/12 2013 Peter Antman https://leanpub.com/pyramiderna
  2. 2. Exercise  Secretly find two persons in the room  Form a triangle with them  Keep your distance all the time  (ignore distance between them)
  3. 3. Debrief  Any situations at work that is similar?  Could a project leader have solved it?  Variation: Look up an enemy and a shield. Make sure shield is between you and enemy. Will it ever stabilize? Peter Antman 3
  4. 4. Peter Antman Who am I? 0760 140 150 peter.antman@crisp.se @peterantman www.crisp.se/konsulter/peter.antm an blog.crisp.se/peterantman, antman.se Background…  Developer since 1995  Linux, Open Source and Enterprise Java  Leader and manager for software developer since 2000  Head of Product Development, Polopoly Atex 2007 - 2011  Media business  Drive: Help organizations and people fully realize their potential (doing software development) Peter Antman 4
  5. 5. Write down typical tasks and responsibilities in a company Employee Manager Knowledge Decide Competence Power Control Command Supervise Resource Obey Responsibility Time Specialist Money Budget What Training Recruite Performance Support Peter Antman Autonomy Freedom 5
  6. 6. Peter Antman 6
  7. 7. From following knowledge to generating knowled Peter Antman 7
  8. 8. Peter Antman 8
  9. 9. From resource efficiency To flow efficiency Peter Antman 9
  10. 10. The agile organization Iterate Pull Peter Antman 10
  11. 11. HR Peter Antman 11
  12. 12. Values in agile organization Team responsible On demand (pull) Short feedback loops Inner motivation Continous improvement System thinking Peter Antman 12
  13. 13. Peter Antman 13 Performance Salary Competence Coaching
  14. 14. Development Manager @ Polopoly     Polopoly – Enterprise WebCMS International take of 2008 Started Agile transformation 2007 Team of 8 ”hackers”… Peter Antman 14
  15. 15. …made into 4 hyperproductive, self-elected, self-managing scrum teams Peter Antman 15
  16. 16. The archimedean lever  The teams are selforganizing  They have a shared responsibility for everything they deliver  No one has more power or authority than any one else in the team More and more strange with someone with too much power (the boss). Peter Antman 16
  17. 17. Manage at system level 2. Enhance feedback 3. Change environment (pressure and support) Feedback (information) Environment System (knowledge) Goal Act(innovation) 1. Clear goal (demanding but reachable) 4. Coach team and individuals (competence, motivation) Peter Antman 17
  18. 18. Command Manager Team Individual Power Autonomy Competence Support Resources Budget Knowledge Decide Responsibility Money Specialist Time Training Recrute Performance Freedom What (PO) Peter Supervise Antman Control Obey 18
  19. 19. Management areas that changed       Coaching Titles/Roles Hiring Performance reviews Salary Competence Peter Antman 19
  20. 20. Peter Antman 20
  21. 21. From manager to coach Peter Antman
  22. 22. Peter Antman 22
  23. 23. From titles to roles Peter Antman 23
  24. 24. Peter Antman 24
  25. 25. Before hiring We love to work here So we like all our friends to work here too Peter Antman 25
  26. 26. Hiring – from heroism empircis to Peter Antman 26
  27. 27. Beware of tempo Peter Antman 27
  28. 28. Peter Antman 28
  29. 29. All the research shows performance appraisals demotivate people but we still hand out performance appraisals thinking that will help employees improve performance proving that much of what we think and do is fundamentally flawed. Peter Antman 29
  30. 30. ”Utvecklingssamtal” – Performance reviews  A mandated process  for a specified period in time  A group of employees  work performance, behaviours or traits  are rated, judged or described  by a person other than the rated employee  The result is signed and kept by the organization Peter Antman 30
  31. 31. Performance reviews not in line with agile values Team responsible On demand (pull) Short feedback loops Inner motivation Continous improvement System thinking Peter Antman 31
  32. 32. We tried Δ + The foo lib Help recruiting Team meeting every 1 month Personal retrospective 6 month Voluntary one-on-ones Peter Antman 32
  33. 33. Team barometer & Happiness metrics Team A Team B Team C Team D Totalt
  34. 34. Peter Antman 34
  35. 35. Salaries € € Peter Antman 35
  36. 36. Three criteria for salaries Viewed as fair (structure) Encourage people to take more responsibilities and improve their work It should be easy to hire both junior and senior people without braking rule 1 Peter Antman 36
  37. 37. Meeting 1 New salary process We consider… Individual capacities. Such as skill, compe-tence, engagement and responsibilities /(no titles!) The economic situation in the company. There is not an unlimited amount of money available Peter Antman • • • An existing structure. Sets the boundaries for what a fair salary might be Absolute level As if open book Will not quit because of salary My ambition is .. 37
  38. 38. New salary process We suggest… Peter Antman Meeting 2 OK 38
  39. 39. The s-curve  Try to handle absolute v.s. relative growth Peter Antman 39
  40. 40. I get compensation for my work effort in the form of a salary I get rewarded together with every one else through mutual ownership of the organization I have invested my knowledge capital in Peter Antman 40
  41. 41. Peter Antman 41
  42. 42. Domain knowledge     Pair programming Possible to switch team Spikes Allowed to take on stuff you do not know (not pressing for the “right” people to always do what they are experts on) Peter Antman 42
  43. 43. Professional knowledge      Dojos Lab days (5 %) Hackathons Geeknights Conferences Peter Antman 43
  44. 44. Peter Antman 44
  45. 45. From self organizing…      Chose team No SM All meetings open for everyone Owns backlog (startup) Coordinate through a ”ting” to self managing Peter Antman 45
  46. 46. Team collaboration as networks Ting Peter Antman 46
  47. 47. Command Manager Team Individual Performance Autonomy Power Money Resources Knowledge Budget Competence Decide Responsibility Training Specialist Time Freedom Recrute What (PO) Support Peter Supervise Antman Control Obey 47
  48. 48. Not much left to the boss         Vacations Recruitment Time reporting Salaries Team coaching Ceremonies Management group Budget and economy Peter Antman 48
  49. 49. Future: Teams with support services Budget Salary Recruting Ting Competence Coaching Peter Antman 49
  50. 50. Manager role in an agile organization       A servant that enables people to do a great job based on their unique pre-conditions by tending the environment (and only when absolutely needed do individual interventions) Peter Antman 50

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