XP2011 - agile management tutorial
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Designed to be a 4 hour tutorial on Agile Management, went live at XP2011 conference (honestly, this would make a 6 hour tutorial :P... It's a selection of content from a two-day course, so forgive me ...

Designed to be a 4 hour tutorial on Agile Management, went live at XP2011 conference (honestly, this would make a 6 hour tutorial :P... It's a selection of content from a two-day course, so forgive me :'DD)

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XP2011 - agile management tutorial Presentation Transcript

  • 1. Hi!  Form a 2-3 people group with someone you don’t know  Introduce yourselves  Share what you’d like to learn or discuss today  Write it down on a post-it, stick it to the board and repeat…Move!© 2010 Proyectalis Gestión de Proyectos S.L.
  • 2. Agile ManagementLeadership on an Agile environment © 2010 Proyectalis Gestión de Proyectos S.L.
  • 3. Ángel M edinilla! © 2010 Proyectalis Gestión de Proyectos S.L.
  • 4. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 5. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 6. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 7. Ground Rules© 2010 Proyectalis Gestión de Proyectos S.L.
  • 8. "What" aint no country I ever heard of! They speak English in "What"?Speak English (and help me do so!) © 2010 Proyectalis Gestión de Proyectos S.L.
  • 9. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 10. ** * © 2010 Proyectalis Gestión de Proyectos S.L.
  • 11. Mmmmm… Lunchtime…© 2010 Proyectalis Gestión de Proyectos S.L.
  • 12. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 13. Disclaimer: © 2010 Proyectalis Gestión de Proyectos S.L.
  • 14. Disclaimer: © 2010 Proyectalis Gestión de Proyectos S.L.
  • 15. Disclaimer: You (probably) © 2010 Proyectalis Gestión de Proyectos S.L.
  • 16. Disclaimer: Unintended audience (but of course you are welcome ) You (probably) © 2010 Proyectalis Gestión de Proyectos S.L.
  • 17. Disclaimer II: © 2010 Proyectalis Gestión de Proyectos S.L.
  • 18. “The Tao that can be expressed is not the eternal Tao” -Lao Tzu, Tao Te Ching © 2010 Proyectalis Gestión de Proyectos S.L.
  • 19. Enough for a start… © 2010 Proyectalis Gestión de Proyectos S.L.
  • 20. Management vs. Leadership © 2010 Proyectalis Gestión de Proyectos S.L.
  • 21. The elephant problem © 2010 Proyectalis Gestión de Proyectos S.L.
  • 22. Two main problems  Overused terms  The fourth-dimensional problem © 2010 Proyectalis Gestión de Proyectos S.L.
  • 23. Overused Terms © 2010 Proyectalis Gestión de Proyectos S.L.
  • 24. Management © 2010 Proyectalis Gestión de Proyectos S.L.
  • 25. Management © 2010 Proyectalis Gestión de Proyectos S.L.
  • 26. Management © 2010 Proyectalis Gestión de Proyectos S.L.
  • 27. Management   Establish a vision, communicate purpose   Determine goals (productivity, quality, innovation…)   Align efforts with goals   Design & execute strategy   Deal with clients and investors   Coordinate, synchronize, mediate   Assign resources   Allocate costs   Establish context, rules, constrains and boundaries © 2010 Proyectalis Gestión de Proyectos S.L.
  • 28. Management  Structure growth: hire, fire,   Create and sustain a organize… Corporate Culture  Determine salary policies   Motivate, give credit  Work at the portfolio level   Drive change  Improve the system   Train employees © 2010 Proyectalis Gestión de Proyectos S.L.
  • 29. An Agile view of Management 5thAnnual ”State of Agile Development” Survey, 2010 © 2010 Proyectalis Gestión de Proyectos S.L.
  • 30. Leadership © 2010 Proyectalis Gestión de Proyectos S.L.
  • 31. Let’s go WAY back in time… © 2010 Proyectalis Gestión de Proyectos S.L.
  • 32. Some centuries closer.. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 33. Konosuke Matsushita“Your firms are build on the Taylor model. Even worse,so are your heads. With your bosses doing the thinkingwhile the workers wield the screwdrivers, youreconvinced deep down that this is the right way to runthe business. For you, the essence of goodmanagement is getting the ideas out of the heads ofthe bosses and into the hands of labour. […] thecontinued existence of firms depends on the day-to-daymobilisation of every ounce of intelligence". © 2010 Proyectalis Gestión de Proyectos S.L.
  • 34. Konosuke Matsushita-  Dictatorial managers won’t feel the need of employeeswith decision making skills. Moreover, he will not takethe time or trouble to develop their talents. He wantspeople to simply follow his orders, nothing more.-  It is quite impossible for even a superior manager todo an adequate job solely on the basis of his limitedindividual capacities. His limited perception andknowledge will never let him understand the realities ofthe problems facing him or the true nature ofmanagement-  Corporate ruin is the penalty to be paid by anycompany that cannot collect and develop a talented,cooperative work force. It is indispensable to collectwisdom from many sources. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 35. Leader: guide and role model © 2010 Proyectalis Gestión de Proyectos S.L.
  • 36. Leaders“You must be the change you wantto see in the world.”- Gandhi © 2010 Proyectalis Gestión de Proyectos S.L.
  • 37. Lean Leadership“The fundamental principle of successful managementis to allow subordinates to make full use of their ability” Kaoru Ishikawa, quoted by M. Poppendieck © 2010 Proyectalis Gestión de Proyectos S.L.
  • 38. Invisible and dispensable“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” – Lao Tzu © 2010 Proyectalis Gestión de Proyectos S.L.
  • 39. Leadership” If you want to build a ship, dontdrum up people to collect woodand dont assign them tasks andwork, but rather teach them tolong for the endless immensity ofthe sea.”-Antoine De Saint-Exupery © 2010 Proyectalis Gestión de Proyectos S.L.
  • 40. Agile © 2010 Proyectalis Gestión de Proyectos S.L.
  • 41. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 42. 1.  Satisy your customer: early and continuous delivery2.  Adapt to change, even on late stages3.  Deliver working software frequently4.  Work together with business people daily5.  Motivation: environment and trust6.  Face to face communication7.  Measure working software8.  Sustainable pace9.  Technical Excellence10. Simplicity11. Self-organization12. Continuous improvement © 2010 Proyectalis Gestión de Proyectos S.L.
  • 43. Agile101Estimate Ouch! R1.0 ¿R2.0?Estimate BV Replan R1.0 ¿R2.0? t © 2010 Proyectalis Gestión de Proyectos S.L.
  • 44. Agile101 - Self-organized, Motivated teamEstimate - Working on a sustainable pace - Collaborates with customer and business people daily - Communicates face to face - Strives for technical excellence - Reflects on how to improve, Ouch! eliminates waste R1.0 ¿R2.0?Estimate BV Replan R1.0 ¿R2.0? t © 2010 Proyectalis Gestión de Proyectos S.L.
  • 45. Agile101 Values PrinciplesProcesses Practices Roles Artifacts Tools © 2010 Proyectalis Gestión de Proyectos S.L.
  • 46. The fourth-dimensional problem © 2010 Proyectalis Gestión de Proyectos S.L.
  • 47. The evolution of the Scrum Master“The Scrum guy” ScrumButt Scrum Agile Nirvana- Schedulemeetings- Listimpediments © 2010 Proyectalis Gestión de Proyectos S.L.
  • 48. The evolution of the Scrum Master“The Scrum “Scrum guy” Mom” ScrumButt Scrum Agile Nirvana- Schedule - “I’ll take care of that”meetings - Moderator- List - Diagnoses &impediments Decides - Directly removes impediments - Team interface - Evades conflict (artificial harmony) - Does not really trust the team, still bossy © 2010 Proyectalis Gestión de Proyectos S.L.
  • 49. The evolution of the Scrum Master“The Scrum “Scrum True Scrum guy” Mom” Master ScrumButt Scrum Agile Nirvana- Schedule - “I’ll take care of that” - Trainer, mentormeetings - Moderator - Facilitator- List - Diagnoses & - Motivatorimpediments Decides - Team gardener - Directly removes - Involves everyone impediments - Progressively delegates - Team interface - Collaboration - Evades conflict - Innovation (artificial harmony) - Deals with Conflict - Does not really trust - Change agent the team, still bossy - Agile evangelist - Leader © 2010 Proyectalis Gestión de Proyectos S.L.
  • 50. The evolution of the Scrum Master“The Scrum “Scrum True Scrum Scrum Sensei – guy” Mom” Master Agile Coach ScrumButt Scrum Agile Nirvana- Schedule - “I’ll take care of that” - Trainer, mentor - Listenmeetings - Moderator - Facilitator - Master silence- List - Diagnoses & - Motivator - Askimpediments Decides - Team gardener - Be a mirror - Directly removes - Involves everyone impediments - Progressively delegates - Team interface - Collaboration - Evades conflict - Innovation (artificial harmony) - Deals with Conflict - Does not really trust - Change agent the team, still bossy - Agile evangelist - Leader © 2010 Proyectalis Gestión de Proyectos S.L.
  • 51. The evolution of the Scrum Master“The Scrum Scrum Sensei – guy” Agile Coach ScrumButt Agile Nirvana- Schedule - Listenmeetings - Master silence- List - Askimpediments - Be a mirror © 2010 Proyectalis Gestión de Proyectos S.L.
  • 52. The evolution of the Scrum Master“The Scrum “Scrum True Scrum Scrum Sensei – guy” Mom” Master Agile Coach ScrumButt Scrum Agile Nirvana Decide Sell Consult Participate Advice Inquire Delegate © 2010 Proyectalis Gestión de Proyectos S.L.
  • 53. The evolution of the Scrum Master“The Scrum “Scrum True Scrum Scrum Sensei – guy” Mom” Master Agile Coach ScrumButt Scrum Agile Nirvana Decide Sell Consult Participate Advice Inquire DelegateEstimatestoriesSprintLengthDefinitionof doneTeamcompositionBusinessstrategy © 2010 Proyectalis Gestión de Proyectos S.L.
  • 54. The evolution of the Scrum Master“The Scrum “Scrum True Scrum Scrum Sensei – guy” Mom” Master Agile Coach ScrumButt Scrum Agile Nirvana Decide Sell Consult Participate Advice Inquire DelegateEstimate TEAMstoriesSprint SMLengthDefinition POof doneTeam ManagercompositionBusiness Managerstrategy © 2010 Proyectalis Gestión de Proyectos S.L.
  • 55. The evolution of the Scrum Master“The Scrum “Scrum True Scrum Scrum Sensei – guy” Mom” Master Agile Coach ScrumButt Scrum Agile Nirvana Coach (leader?) C&C Decide Sell Consult Participate Advice Inquire DelegateEstimate TEAMstoriesSprint SMLengthDefinition POof doneTeam ManagercompositionBusiness Managerstrategy © 2010 Proyectalis Gestión de Proyectos S.L.
  • 56. Agile Management © 2010 Proyectalis Gestión de Proyectos S.L.
  • 57. The Management 2.0 problem: Values Principles Processes Practices Roles Artifacts Tools © 2010 Proyectalis Gestión de Proyectos S.L.
  • 58. The Management 2.0 problem: Values Principles Processes Practices Roles Artifacts Tools © 2010 Proyectalis Gestión de Proyectos S.L.
  • 59. The Nummi Plant experiment General Toyota NUMMI Motors  Assembly Hours per Car 31 16 19  Assembly Defects per 100 Cars 130 45 45  Assembly Space per Car 0,75 0,45 0,65  Inventories of Parts ( Average ) 2 weeks 2 hours 2 days  Space used for Rework 15% none 7%  Absenteeism 15% none 1,5% © 2010 Proyectalis Gestión de Proyectos S.L.
  • 60. The struggle with Taylorism © 2010 Proyectalis Gestión de Proyectos S.L.
  • 61. Generation Bottleneck   Command & Control   Measure, audit   Diagnose, fix   Tell people how things should be done, micromanage   Office politics   “if it ain’t broke, don’t fix it”   Keep people busy (“busyness”)   Constantly change priorities   Terrorize © 2010 Proyectalis Gestión de Proyectos S.L.
  • 62. New kids on the block © 2010 Proyectalis Gestión de Proyectos S.L.
  • 63. We had management in engineering. Andthe structure was tending to tell people, “No,you cant do that." So Google got rid of themanagers. Now most engineers work inteams of three, with project leadershiprotating among team members. If somethingisnt right, even if its in a product that hasalready gone public, teams fix it withoutasking anyone.For a while, I had 160 direct reports. Nomanagers. It worked because the teamsknew what they had to do. That set acultural bit in peoples heads: You are theboss. Dont wait to take the hill. Dont wait tobe managed.And if you fail, fine. On to the next idea.Theres faith here in the ability of smart,well-motivated people to do the right thing.Anything that gets in the way of that is evil." © 2010 Proyectalis Gestión de Proyectos S.L.
  • 64. Change! © 2010 Proyectalis Gestión de Proyectos S.L.
  • 65. Change! © 2010 Proyectalis Gestión de Proyectos S.L.
  • 66. Change! © 2010 Proyectalis Gestión de Proyectos S.L.
  • 67. Change! © 2010 Proyectalis Gestión de Proyectos S.L.
  • 68. Change! © 2010 Proyectalis Gestión de Proyectos S.L.
  • 69. Management 3.0 © 2010 Proyectalis Gestión de Proyectos S.L.
  • 70. Management 3.0 A software team is a self organizing system: support it, don’t obstruct it Agile Managers work the system around the team, not the people in the teamhttp://www.slideshare.net/jurgenappelo/what-is-agile-management © 2010 Proyectalis Gestión de Proyectos S.L.
  • 71. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 72. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 73. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 74. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 75. Agile Management  Implement an Agile framework  Focus on maximizing value and eliminating waste: know and limit workload, concentrate on flow, lead time and delivery  Continuous improvement: system vision, spot bottlenecks, remove impediments, improve everything  Teamwork: protect the teams, involve everyone  Self-organization: empowerment, ownership, progressive delegation, move decission making the closests to the team as possible © 2010 Proyectalis Gestión de Proyectos S.L.
  • 76. “Information Technology is 80% psychology and20% technology. ”– Jeff De Luca, autor de FDD (2000)“What are you managing? The only thing youreally manage here is your employees. Endof story.." – Stefan Falk, VP Strategic BusinessInnovation (2002) © 2010 Proyectalis Gestión de Proyectos S.L.
  • 77. Oh, wait, wasn’t that HIS role? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 78. Exercise: Coach Drive change Motivate Rules Workload Implement Agile Portfolio Lead Constraints Train Evangelize Listen Boundaries Remove impediments Agile ground-rulesProtect the team Define & empower Supra-structures Team development corporate culture Mantain & enforce Goals Individuals corporate culture Coordinate Structure Teams Resources Systemic vision Hiring / Firing Conflicts Salaries, bonus Mentor Agile tools Context Manager SM / Agile Coach © 2010 Proyectalis Gestión de Proyectos S.L.
  • 79. ! Portfolio Train Workload Implement Agile Evangelize Structure Remove impediments Agile ground-rules Motivate Supra-structures Protect the team Team development Mentor Listen Maintain processBoundaries Coordinate Coach Goals Drive changeConstraints Agile practices Context Resources Systemic vision Hiring / Firing Teams Conflicts Individuals Agile tools Salaries, bonus Lead Rules Define & empower Mantain & enforce corporate culture corporate cultureManager SM / Agile Coach © 2010 Proyectalis Gestión de Proyectos S.L.
  • 80. Three subjects for this session  Motivation  Self organizing teams  Agile structures © 2010 Proyectalis Gestión de Proyectos S.L.
  • 81. Three subjects for this session  Motivation  Self organizing teams  Agile structures  Implementing Agile  Worload / capacity managent  Kaizen / improvement  Coaching / team growing  Driving change  … © 2010 Proyectalis Gestión de Proyectos S.L.
  • 82. Motivation © 2010 Proyectalis Gestión de Proyectos S.L.
  • 83. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 84. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 85. Dan Pink (2009-2010) © 2010 Proyectalis Gestión de Proyectos S.L.
  • 86. Motivation (Pink ++)  Autonomy   Security (hygiene)   Clear goals   Labor conditions   Teamwork   Transparency   Commitment   Communication   Empowerment   Tolerance   Justice  Mastery   Skill   Purpose   Training   Results   Challenge   Progress   Positive   Credit reinforcement   Celebration   Quality © 2010 Proyectalis Gestión de Proyectos S.L.
  • 87. Steven Reiss, 16 forces (~2000)  Acceptance, the need for approval  Curiosity, the need to learn  Eating, the need for food  Family, the need to raise children  Honor, the need to be loyal to the traditional values of ones clan/ethnic group  Idealism, the need for social justice  Independence, the need for individuality  Order, the need for organized, stable, predictable environments  Physical activity, the need for exercise  Power, the need for influence of will  Romance, the need for sex  Saving, the need to collect  Social contact, the need for friends (peer relationships)  Status, the need for social standing/importance  Tranquility, the need to be safe  Vengeance, the need to strike back/to win © 2010 Proyectalis Gestión de Proyectos S.L.
  • 88. Jurgen Appelo, 16 forces (~2010)  Acceptance, the need for approval  Curiosity / mastery , the need to learn  Eating, the need for food  Family, the need to raise children  Honor, the need to be loyal to the traditional values of ones clan/ethnic group  Idealism / purpose, the need for social justice  Independence / autonomy, the need for individuality  Order, the need for organized, stable, predictable environments  Physical activity, the need for exercise  Power, the need for influence of will  Romance, the need for sex  Saving, the need to collect  Social contact, the need for friends (peer relationships)  Status, the need for social standing/importance  Tranquility, the need to be safe  Vengeance, the need to strike back/to win © 2010 Proyectalis Gestión de Proyectos S.L.
  • 89. Jurgen Appelo, 16 forces (~2010)  Acceptance, the need for approval  Curiosity / mastery , the need to learn  Eating, the need for food  Family, the need to raise children  Honor, the need to be loyal to the traditional values of ones clan/ethnic group  Idealism / purpose, the need for social justice  Independence / autonomy, the need for individuality  Order, the need for organized, stable, predictable environments  Physical activity, the need for exercise  Power, the need for influence of will  Romance, the need for sex  Saving, the need to collect  Social contact, the need for friends (peer relationships)  Status, the need for social standing/importance  Tranquility, the need to be safe  Vengeance, the need to strike back/to win © 2010 Proyectalis Gestión de Proyectos S.L.
  • 90. Synthesis  Curiosity / mastery  Idealism / purpose, honor  Independence / autonomy, power  Order, Tranquility, Saving (security)  Social contact, acceptance, status © 2010 Proyectalis Gestión de Proyectos S.L.
  • 91. Exercise: how to improve  Curiosity / mastery  Idealism / purpose, honor  Independence / autonomy, power  Order, Tranquility, Saving (security)  Social contact, acceptance, status © 2010 Proyectalis Gestión de Proyectos S.L.
  • 92. Don’t demotivate! (anti-patterns) © 2010 Proyectalis Gestión de Proyectos S.L.
  • 93. Fear © 2010 Proyectalis Gestión de Proyectos S.L.
  • 94. Irrational (emotional) responses © 2010 Proyectalis Gestión de Proyectos S.L.
  • 95. Evil © 2010 Proyectalis Gestión de Proyectos S.L.
  • 96. Mixed Signals © 2010 Proyectalis Gestión de Proyectos S.L.
  • 97. Resources Pool © 2010 Proyectalis Gestión de Proyectos S.L.
  • 98. Give Hell © 2010 Proyectalis Gestión de Proyectos S.L.
  • 99. Micromanagement © 2010 Proyectalis Gestión de Proyectos S.L.
  • 100. Pression & Overcommitment © 2010 Proyectalis Gestión de Proyectos S.L.
  • 101. Divide and set against © 2010 Proyectalis Gestión de Proyectos S.L.
  • 102. Zero-sum games © 2010 Proyectalis Gestión de Proyectos S.L.
  • 103. Office politics © 2010 Proyectalis Gestión de Proyectos S.L.
  • 104. Information control © 2010 Proyectalis Gestión de Proyectos S.L.
  • 105. Talibans & Zealots © 2010 Proyectalis Gestión de Proyectos S.L.
  • 106. Broken promises © 2010 Proyectalis Gestión de Proyectos S.L.
  • 107. © 2010 Proyectalis Gestión de Proyectos S.L.
  • 108. Decide DiagnoseFix and Solve © 2010 Proyectalis Gestión de Proyectos S.L.
  • 109. Self-organization © 2010 Proyectalis Gestión de Proyectos S.L.
  • 110. Semco  Self-organized, self managed divisions  No human resources department, no secretaries  All workers set their own hours  People decide what they want to work on: no career plan, no job descriptions  People decide their salary. Salaries and expenses are openly shared.  Everyone shares in the profit  Teams hire their managers  Hiring and firing are democratically decided  Two free chairs at Board for any employee  CEO role rotates every six months amongst six counselors  The owner’s office has been moved twice without his approval © 2010 Proyectalis Gestión de Proyectos S.L.
  • 111. “Possibly the most controversial initiative in Semco is to let employeesset their own salaries. So called “experts” will rapidly show theirnarrow knowledge of human condition, assuming that everyone will tryto, obviously, set the highest possible pay for their selves. Is the sameargue we hear about letting people set their hours on a “seven dayweekend”: the first idea that will come to your head is that people willcome as late as possible or will never come. But that has never beenour experience. As with self-established salaries.” © 2010 Proyectalis Gestión de Proyectos S.L.
  • 112. Netflix vacation policy and tracking   Until 2004 we had the standard model of N days per year   Meanwhile, we’re all working online some nights and weekends, responding to emails at odd hours, and taking an afternoon now and then for personal time   An employee pointed out, “we don’t track hours worked per day or per week, so why are we tracking days of vacation per year?”   We realized we should focus on what people get done, not how many hours or days worked. Just as we don’t have an 9-5 day policy, we don’t need a vacation policy.   So Netflix Vacation Policy is “there is no policy or tracking”   “There is also no clothing policy at Netflix, but no one has come to work naked lately.” – Patty McCord, 2004 © 2010 Proyectalis Gestión de Proyectos S.L.
  • 113. Self-  Ownership : improvement is not only managerial stuff. Managers must ensure improvement takes place.  Empowerment: team progressively owns more authority to take decissions in order to achieve the goals set. They are responsible and accountable for performance and success on that goals.  Delegation does NOT reduce the amount of authority, responsibility or accountability of managers © 2010 Proyectalis Gestión de Proyectos S.L.
  • 114. Is this anarchy? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 115. The gardener metaphor Henrik Kniberg, “The Manager’s Role in Scrum” - Scrum Gathering 2007 Jurgen Appelo, “The purpose of Leadership” (~2010) © 2010 Proyectalis Gestión de Proyectos S.L.
  • 116. Alignment  Self-organization can produce unwanted results   Mafia   Al-Qaeda  A context is needed to align self-organization with corporate goals  Context is enforced by boundaries and constraints  Authority still exists © 2010 Proyectalis Gestión de Proyectos S.L.
  • 117. Good context•  Clearly related to company or functional goals•  Relative priority established•  Quality / precision / refinement level defined•  Key stakeholders•  Key metrics•  Definition of done / success © 2010 Proyectalis Gestión de Proyectos S.L.
  • 118. Netflix on context  Managers: When one of your talented people does something dumb, don’t blame them. Instead, ask yourself what context you failed to set.  Managers: When you are tempted to “control” your people, ask yourself what context you could set instead - Are you articulate and inspiring enough about goals and strategies?  High performance people will do better work if they understand the context © 2010 Proyectalis Gestión de Proyectos S.L.
  • 119. Exercise  Form teams (Aye!)  Discuss something dumb your teams did (decide wich is the most dumb or funny story ) – 5 min  Try to set a context on that – what should’ve been told to the teams that wasn’t clearly defined? – 3 min  Debrief (2 min) © 2010 Proyectalis Gestión de Proyectos S.L.
  • 120. Agile Structures © 2010 Proyectalis Gestión de Proyectos S.L.
  • 121. Organizational Anti-Pattern ? ? ? ? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 122. Scrum 101Stakeholders Product Owner Team ? Sprint Backlog Scrum Master Product Backlog © 2010 Proyectalis Gestión de Proyectos S.L.
  • 123. Scrum structure / same product ? ? ? ? ? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 124. Scrum structure / same product ? ? ? ? ? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 125. Agile Hyper-specialists? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 126. Skills Matrix © 2010 Proyectalis Gestión de Proyectos S.L.
  • 127. Scrum structure / same product ? ? ? ? ? ? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 128. Organizational anti-pattern ? ? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 129. Support teams  Scattered knowledge  Demotivation  Care less about quality (“eat your own dog food”)  Repetitive errors (waste)  Only advantage: protect the team (can be solved using Scrumban or rotating support members)  Many of this considerations are applied to core / infrastructure teams © 2010 Proyectalis Gestión de Proyectos S.L.
  • 130. Scrumbam Sprint Burn-down: Pending Selected. Dev. Valid. Integration Done! SPRINT Release Plan:Fire! PRIO ASAP Buffer Burn-up: © 2010 Proyectalis Gestión de Proyectos S.L.
  • 131. Scrum structure / several products - clients ? ? ? ? ? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 132. Organizational anti-pattern ? ? ? ? ? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 133. Scrum structure / several products - clients ? ? ? ? ? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 134. Organizational anti-patterm ? ? ? ? ? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 135. Communities of practice ? ? ? ? ? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 136. Communities of practice ? ? ? ? ? © 2010 Proyectalis Gestión de Proyectos S.L.
  • 137. Communities of practice  Standards and policies  Tools  Dependencies, coordination  Best practices, lessons learned  R&D, training  Interviewing, hiring  Relationship and interaction with other communities  Distributing resources amongst teams © 2010 Proyectalis Gestión de Proyectos S.L.
  • 138. Criteria for Scrum / Agile structures  Customer orientation  Assign projects to teams, not tasks to people or people to teams  Cross-functional teams (concept to cash)  Specialist with a tendence to overlap knowledge  Feature teams better than tech teams / silos  Self support better than support team © 2010 Proyectalis Gestión de Proyectos S.L.
  • 139. “No, we can’t…”   Are there any real impediments beyond “change is hard?”   Define if this impediments are not in fact corporate dysfunctions to be solved   If they are not, try to start wherever you are and use kanban: evolve from there   If “you can’t” do Kanban that means there’s no value stream – Danger!   If you’re still there after a few months, maybe Agile is not for you – Admit it, and move on! © 2010 Proyectalis Gestión de Proyectos S.L.
  • 140. Conclusions © 2010 Proyectalis Gestión de Proyectos S.L.
  • 141. Conclusions  Command and Control kills Agile, and shouldn’t be used on a knowledge based, creativity dependant environment  Agile Management cares about flow, value, change, improvement, but also about teams, motivation and self-organization.  Motivation of knowledge workers is deeply tied to security, autonomy, mastery, purpose and social acceptance.  Leadership sets a role model, a purpose, a vision and takes the first step. There are many kind of leaders, and they don’t necessarily need authority.  Managers work with Scrum Masters / Team Leaders / Agile Coaches to protect the teams and allow them use their skills to the maximum.  Autonomy is key for motivation and self-organization. Autonomy must be obtained by the means of progressive delegation, good context and goal setting. Managers work the system around the team.  Most Agile structures favor feature / cross-functional teams and single entry point for work / prioritization © 2010 Proyectalis Gestión de Proyectos S.L.
  • 142. Thank you and… BLOG IT!!angel.medinilla@proyectalis.com © 2010 Proyectalis Gestión de Proyectos S.L.
  • 143. http://creativecommons.org/licenses/by-nc-nd/3.0/ This presentation is based upon the ideas and work of many people. And while I’ve tried to recognize copyrights and give credit and attribution where possible, I cannot possibly list them all, so if you feel like there’s something that should be added, changed or removed from this presentation, please drop me an e-mail at angel.medinilla@proyectalis.com Special thanks for this one to Jurgen Appelo and Mary Poppendieck.© 2010 Proyectalis Gestión de Proyectos S.L.