0
agility	
  accelerates	
  ...	
  

Do	
  we	
  need	
  	
  
Management	
  in	
  Scrum?	
  
Trifork,	
  GOTO	
  Night	
  
Z...
Change Agent

Agile Coach & Trainer

Mischa Ramseyer
@ramsyman

hFp://www.management30.com	
  
Scrum	
  is	
  easy	
  to	
  understand	
  ...	
  	
  
•  3 Roles
•  3 Artefacts
•  4 Meetings	
  
...	
  but	
  difficult	
  to	
  master!	
  
The	
  PragmaPc	
  OrganisaPon	
  

Delivery	
  

EffecPveness	
  

Products	
  
	
  Services	
  

Do	
  the	
  Right	
  Th...
The	
  role	
  	
  
of	
  Management	
  

?	
  
Some	
  theory	
  
The	
  English	
  verb	
  “to	
  manage”	
  
was	
  originally	
  derived	
  from	
  the	
  Italian	
  
maneggiare,	
  mea...
Management	
  is	
  about	
  
human	
  beings.	
  Its	
  task	
  is	
  to	
  
make	
  people	
  capable	
  of	
  joint	
  ...
Self-­‐organisaPon	
  needs	
  boundaries	
  

Jurgen	
  Appelo,	
  Management	
  3.0	
  
Self-­‐organisaPon	
  needs	
  constraints	
  

Jurgen	
  Appelo,	
  Management	
  3.0	
  
Self-­‐organisaPon	
  needs	
  goals!	
  

Jurgen	
  Appelo,	
  Management	
  3.0	
  
A	
  team	
  is	
  a	
  complex	
  adapPve	
  system	
  (CAS),	
  
because	
  it	
  consists	
  of	
  parts	
  (people)	
 ...
The	
  role	
  	
  
of	
  Management	
  

?	
  
Managers	
  duPes	
  
•  Management	
  outside	
  of	
  
the	
  Scrum	
  Team	
  
•  Set	
  Context	
  &	
  
Constraints	
...
The	
  PragmaPc	
  OrganisaPon	
  

Delivery	
  

EffecPveness	
  

Products	
  
	
  Services	
  

Do	
  the	
  Right	
  Th...
The	
  PragmaPc	
  OrganisaPon	
  
Culture	
  
Context	
  &	
  
Constraints	
  

OrganisaPon	
  
Network	
  &	
  Empowerme...
The	
  PragmaPc	
  OrganisaPon	
  
Culture	
  

Strategy	
  

Context	
  &	
  
Constraints	
  

OrganisaPon	
  
Network	
 ...
?	
  

Why	
  Agile	
  
Meet	
  Melly...	
  
Melly	
  is	
  not	
  happy...	
  

hFp://www.flickr.com/photos/bertwerk/623288901/	
  ©	
  2007	
  Bert	
  Werk,	
  CreaPv...
Why	
  does	
  Melly	
  hate	
  her	
  Job?	
  
•  The	
  market	
  is	
  changing	
  
•  from	
  seller	
  to	
  buyer	
 ...
Trends & Benchmarks Report Schweiz
Wo stehen wir – wohin geht es?

Agile 2013
In Kooperation mit

hFp://www.swissq.it/en/a...
Trends & Benchmarks Report Schweiz
Wo stehen wir – wohin geht es?

Agile 2013
In Kooperation mit

hFp://www.swissq.it/en/a...
What	
  organizaPons	
  usually	
  do	
  is	
  an	
  

AdopPon	
  
Who	
  decides?	
  

Managers	
  iniPate	
  
adopPons	
  in	
  77%	
  
of	
  the	
  cases.	
  

hFp://www.versionone.com/s...
Who	
  decides?	
  

Unfortunately,	
  
many	
  exisPng	
  
systems	
  embrace	
  
and	
  kill	
  change.	
  
What	
  organizaPons	
  need	
  is	
  a	
  

TransformaPon	
  
The	
  PragmaPc	
  OrganisaPon	
  
Culture	
  

Strategy	
  

Context	
  &	
  
Constraints	
  

OrganisaPon	
  
Network	
 ...
The	
  PragmaPc	
  OrganisaPon	
  
Culture	
  

Strategy	
  

Context	
  &	
  
Constraints	
  

OrganisaPon	
  

Delivery	...
Management	
  3.0	
  
People	
  are	
  the	
  most	
  important	
  
parts	
  of	
  an	
  organizaPon	
  and	
  
managers	
  must	
  do	
  all	
 ...
Example:	
  Kudo	
  Box	
  

IncenPvize	
  
people	
  to	
  give	
  
each	
  other	
  a	
  
compliment.	
  
Teams	
  can	
  self-­‐organize,	
  and	
  this	
  
requires	
  empowerment,	
  
authorizaPon,	
  and	
  trust	
  from	
  ...
Example:	
  Authority	
  Boards	
  

Visualize	
  the	
  level	
  of	
  delegaPon.	
  
©	
  2012	
  Jürgen	
  de	
  Smet,	...
Self-­‐organizaPon	
  can	
  lead	
  to	
  
anything,	
  and	
  it’s	
  therefore	
  
necessary	
  to	
  protect	
  people...
Vision	
  

Mission	
  

Values	
  &	
  Principles	
  

•  1 year

•  What do we want?
•  5 - 10 years

•  Why do we exist...
Teams	
  cannot	
  achieve	
  
their	
  goals	
  if	
  team	
  
members	
  aren’t	
  
capable	
  enough,	
  and	
  
manage...
Many	
  teams	
  operate	
  within	
  the	
  context	
  of	
  a	
  complex	
  
organizaPon,	
  and	
  thus	
  it	
  is	
  ...
People,	
  teams,	
  and	
  
organizaPons	
  need	
  to	
  
improve	
  conPnuously	
  to	
  
defer	
  failure	
  for	
  as...
Let peers rate!

hFp://www.peerup.ch	
  
Management	
  3.0	
  
Do	
  we	
  need	
  Management	
  in	
  Scrum?	
  

YES,	
  it‘s	
  built	
  in!	
  
BUT,	
  we	
  also	
  need	
  
Manage...
Management	
  is	
  too	
  
important	
  to	
  be	
  lex	
  to	
  the	
  
managers.	
  We	
  all	
  parPcipate	
  
in	
  t...
www.pragmaPc-­‐soluPons.ch	
  	
  
slideshare.net/pragmaticsolutions	
  
@pragsol	
  
facebook.com/PragmaticSolutionsGmbh	...
Do we need Management in Scrum?
Do we need Management in Scrum?
Do we need Management in Scrum?
Upcoming SlideShare
Loading in...5
×

Do we need Management in Scrum?

467

Published on

This talk was held at the Trifork, GOTO Night in Zurich on October, 14 2013.

Abstract
In few industries the benefits of new, agile forms of working were more visible than in software development. Strict deadlines, highly intelligent knowledge workers, and products that – if not built correctly – were very vulnerable to errors. The philosophy of Agile offered many answers and solutions to improve working methods in software development. Management, however, was hardly addressed.

The Scrum Framework does not define the role “Manager”. Instead Scrum is about self-organisation and teams, but there is not even a team lead. Many people draw the conclusion that we should get rid of managers and officially state them as the main obstacle when introducing Agile into the organisation. Are they right or completely wrong? In this talk Mischa Ramseyer takes a closer look at the role and duties of Management in Agile Organisations so that you are able to answer the question “Do we need Management in Scrum” by yourself.

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
467
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
6
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Transcript of "Do we need Management in Scrum?"

  1. 1. agility  accelerates  ...   Do  we  need     Management  in  Scrum?   Trifork,  GOTO  Night   Zürich,  14.10.2013  
  2. 2. Change Agent Agile Coach & Trainer Mischa Ramseyer @ramsyman hFp://www.management30.com  
  3. 3. Scrum  is  easy  to  understand  ...     •  3 Roles •  3 Artefacts •  4 Meetings  
  4. 4. ...  but  difficult  to  master!  
  5. 5. The  PragmaPc  OrganisaPon   Delivery   EffecPveness   Products    Services   Do  the  Right  Thing   Efficiency   Do  the  Thing  Right   ©  2012  -­‐  2013  pragmaPc  soluPons  gmbh  
  6. 6. The  role     of  Management   ?  
  7. 7. Some  theory  
  8. 8. The  English  verb  “to  manage”   was  originally  derived  from  the  Italian   maneggiare,  meaning  to  handle  and  train   horses.  […]  This  original  meaning  merged   with  the  French  term  menage,   or  household.   Cynthia  F.  Kurtz,  David  J.  Snowden,  “Bramble  Bushes  in  a  Thicket”   hFp://cognia.com.au/Links%20and%20Vids/assets/52_Bramble_Bushes_in_a_Thicket.pdf    
  9. 9. Management  is  about   human  beings.  Its  task  is  to   make  people  capable  of  joint   performance  […].  This  is  what   organizaPon  is  all  about,  and  it  is  the   reason  that  management  is  the   criPcal,  determining  factor.   Peter  F.  Drucker   Management:  Revised  EdiPon,  2008  
  10. 10. Self-­‐organisaPon  needs  boundaries   Jurgen  Appelo,  Management  3.0  
  11. 11. Self-­‐organisaPon  needs  constraints   Jurgen  Appelo,  Management  3.0  
  12. 12. Self-­‐organisaPon  needs  goals!   Jurgen  Appelo,  Management  3.0  
  13. 13. A  team  is  a  complex  adapPve  system  (CAS),   because  it  consists  of  parts  (people)  that  form  a   system  (team),  which  shows  complex  behavior   while  it  keeps  adap1ng  to  a  changing   environment.  
  14. 14. The  role     of  Management   ?  
  15. 15. Managers  duPes   •  Management  outside  of   the  Scrum  Team   •  Set  Context  &   Constraints   •  State  coarse  grained   goals  (lighthouse,   Business  Model)  that   guide  the  way  of  the   Scrum  Teams  
  16. 16. The  PragmaPc  OrganisaPon   Delivery   EffecPveness   Products    Services   Do  the  Right  Thing   Efficiency   Do  the  Thing  Right   ©  2012  -­‐  2013  pragmaPc  soluPons  gmbh  
  17. 17. The  PragmaPc  OrganisaPon   Culture   Context  &   Constraints   OrganisaPon   Network  &  Empowerment   Delivery   EffecPveness   Products    Services   Do  the  Right  Thing   Efficiency   Do  the  Thing  Right   ©  2012  -­‐  2013  pragmaPc  soluPons  gmbh  
  18. 18. The  PragmaPc  OrganisaPon   Culture   Strategy   Context  &   Constraints   OrganisaPon   Network  &  Empowerment   Delivery   EffecPveness   Products    Services   Do  the  Right  Thing   Efficiency   Do  the  Thing  Right   ©  2012  -­‐  2013  pragmaPc  soluPons  gmbh  
  19. 19. ?   Why  Agile  
  20. 20. Meet  Melly...  
  21. 21. Melly  is  not  happy...   hFp://www.flickr.com/photos/bertwerk/623288901/  ©  2007  Bert  Werk,  CreaPve  Commons  3.0  
  22. 22. Why  does  Melly  hate  her  Job?   •  The  market  is  changing   •  from  seller  to  buyer   •  The  goal  is  changing   •  from  average  to  delight   •  The  workplace  is  changing   •  from  work  execuPon  to   conPnuous  innovaPon   •  from  manufacturing  to   knowledge  work   •  The  worker  is  changing   •  from  semi-­‐skilled  to  well-­‐ educated   •  from  basic  needs  to  self-­‐ fulfilment   But  Management   does  not  change!  
  23. 23. Trends & Benchmarks Report Schweiz Wo stehen wir – wohin geht es? Agile 2013 In Kooperation mit hFp://www.swissq.it/en/agile/research-­‐and-­‐informaPon/    
  24. 24. Trends & Benchmarks Report Schweiz Wo stehen wir – wohin geht es? Agile 2013 In Kooperation mit hFp://www.swissq.it/en/agile/research-­‐and-­‐informaPon/    
  25. 25. What  organizaPons  usually  do  is  an   AdopPon  
  26. 26. Who  decides?   Managers  iniPate   adopPons  in  77%   of  the  cases.   hFp://www.versionone.com/state_of_agile_development_survey/11/    
  27. 27. Who  decides?   Unfortunately,   many  exisPng   systems  embrace   and  kill  change.  
  28. 28. What  organizaPons  need  is  a   TransformaPon  
  29. 29. The  PragmaPc  OrganisaPon   Culture   Strategy   Context  &   Constraints   OrganisaPon   Network  &  Empowerment   Delivery   EffecPveness   Products    Services   Do  the  Right  Thing   Efficiency   Do  the  Thing  Right   ©  2012  -­‐  2013  pragmaPc  soluPons  gmbh  
  30. 30. The  PragmaPc  OrganisaPon   Culture   Strategy   Context  &   Constraints   OrganisaPon   Delivery   EffecPveness   Products    Services   Do  the  Right  Thing   Efficiency   Do  the  Thing  Right   ©  2012  -­‐  2013  pragmaPc  soluPons  gmbh  
  31. 31. Management  3.0  
  32. 32. People  are  the  most  important   parts  of  an  organizaPon  and   managers  must  do  all  they  can  to   keep  people  acPve,  creaPve,  and   moPvated.  
  33. 33. Example:  Kudo  Box   IncenPvize   people  to  give   each  other  a   compliment.  
  34. 34. Teams  can  self-­‐organize,  and  this   requires  empowerment,   authorizaPon,  and  trust  from   management.  
  35. 35. Example:  Authority  Boards   Visualize  the  level  of  delegaPon.   ©  2012  Jürgen  de  Smet,  used  with  permission  
  36. 36. Self-­‐organizaPon  can  lead  to   anything,  and  it’s  therefore   necessary  to  protect  people   and  shared  resources…   …and  to  give  people  a  clear   purpose  and  defined  goals.  
  37. 37. Vision   Mission   Values  &  Principles   •  1 year •  What do we want? •  5 - 10 years •  Why do we exist? •  10 – 20 years •  Who are we? •  Lifetime Alignment Strategy   •  How will we do it?
  38. 38. Teams  cannot  achieve   their  goals  if  team   members  aren’t   capable  enough,  and   managers  must   therefore  contribute  to   the  development  of   competence.  
  39. 39. Many  teams  operate  within  the  context  of  a  complex   organizaPon,  and  thus  it  is  important  to  consider   structures  that  enhance  communicaPon.  
  40. 40. People,  teams,  and   organizaPons  need  to   improve  conPnuously  to   defer  failure  for  as  long   as  possible.  
  41. 41. Let peers rate! hFp://www.peerup.ch  
  42. 42. Management  3.0  
  43. 43. Do  we  need  Management  in  Scrum?   YES,  it‘s  built  in!   BUT,  we  also  need   Managers  on  the  outside!  
  44. 44. Management  is  too   important  to  be  lex  to  the   managers.  We  all  parPcipate   in  the  workout.   Jurgen  Appelo  
  45. 45. www.pragmaPc-­‐soluPons.ch     slideshare.net/pragmaticsolutions   @pragsol   facebook.com/PragmaticSolutionsGmbh   plus.google.com/b/100642162720912501942   info@pragmatic-­‐solutions.ch  
  1. A particular slide catching your eye?

    Clipping is a handy way to collect important slides you want to go back to later.

×