Do we need Management in Scrum?
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Do we need Management in Scrum?

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

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.

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Do we need Management in Scrum? Presentation Transcript

  • 1. agility  accelerates  ...   Do  we  need     Management  in  Scrum?   Trifork,  GOTO  Night   Zürich,  14.10.2013  
  • 2. Change Agent Agile Coach & Trainer Mischa Ramseyer @ramsyman hFp://www.management30.com  
  • 3. Scrum  is  easy  to  understand  ...     •  3 Roles •  3 Artefacts •  4 Meetings  
  • 4. ...  but  difficult  to  master!  
  • 5. The  PragmaPc  OrganisaPon   Delivery   EffecPveness   Products    Services   Do  the  Right  Thing   Efficiency   Do  the  Thing  Right   ©  2012  -­‐  2013  pragmaPc  soluPons  gmbh  
  • 6. The  role     of  Management   ?  
  • 7. Some  theory  
  • 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. 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. Self-­‐organisaPon  needs  boundaries   Jurgen  Appelo,  Management  3.0  
  • 11. Self-­‐organisaPon  needs  constraints   Jurgen  Appelo,  Management  3.0  
  • 12. Self-­‐organisaPon  needs  goals!   Jurgen  Appelo,  Management  3.0  
  • 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. The  role     of  Management   ?  
  • 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. The  PragmaPc  OrganisaPon   Delivery   EffecPveness   Products    Services   Do  the  Right  Thing   Efficiency   Do  the  Thing  Right   ©  2012  -­‐  2013  pragmaPc  soluPons  gmbh  
  • 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. 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. ?   Why  Agile  
  • 20. Meet  Melly...  
  • 21. Melly  is  not  happy...   hFp://www.flickr.com/photos/bertwerk/623288901/  ©  2007  Bert  Werk,  CreaPve  Commons  3.0  
  • 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. 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. 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. What  organizaPons  usually  do  is  an   AdopPon  
  • 26. Who  decides?   Managers  iniPate   adopPons  in  77%   of  the  cases.   hFp://www.versionone.com/state_of_agile_development_survey/11/    
  • 27. Who  decides?   Unfortunately,   many  exisPng   systems  embrace   and  kill  change.  
  • 28. What  organizaPons  need  is  a   TransformaPon  
  • 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. 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. Management  3.0  
  • 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. Example:  Kudo  Box   IncenPvize   people  to  give   each  other  a   compliment.  
  • 34. Teams  can  self-­‐organize,  and  this   requires  empowerment,   authorizaPon,  and  trust  from   management.  
  • 35. Example:  Authority  Boards   Visualize  the  level  of  delegaPon.   ©  2012  Jürgen  de  Smet,  used  with  permission  
  • 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. 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. Teams  cannot  achieve   their  goals  if  team   members  aren’t   capable  enough,  and   managers  must   therefore  contribute  to   the  development  of   competence.  
  • 39. Many  teams  operate  within  the  context  of  a  complex   organizaPon,  and  thus  it  is  important  to  consider   structures  that  enhance  communicaPon.  
  • 40. People,  teams,  and   organizaPons  need  to   improve  conPnuously  to   defer  failure  for  as  long   as  possible.  
  • 41. Let peers rate! hFp://www.peerup.ch  
  • 42. Management  3.0  
  • 43. Do  we  need  Management  in  Scrum?   YES,  it‘s  built  in!   BUT,  we  also  need   Managers  on  the  outside!  
  • 44. Management  is  too   important  to  be  lex  to  the   managers.  We  all  parPcipate   in  the  workout.   Jurgen  Appelo  
  • 45. www.pragmaPc-­‐soluPons.ch     slideshare.net/pragmaticsolutions   @pragsol   facebook.com/PragmaticSolutionsGmbh   plus.google.com/b/100642162720912501942   info@pragmatic-­‐solutions.ch