Agile Leadership - Agile Dev Practices 2011

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Agile Leadership - Agile Dev Practices 2011

  1. 1. AGILE LEADERSHIP Where do managers fit?
  2. 2. 20+ Industry 5+ Agile @skipangel
  3. 3. WE KNOW AGILEFOCUSES ON THE TEAM
  4. 4. YET SOME ARE LEFT ASKING “WHERE DO I FIT?”
  5. 5. ONE SUCH GROUP MANAGEMENT
  6. 6. HOW DID WE GET HERE?
  7. 7. “EVERYORGANIZATION ISPERFECTLY ALIGNEDTO ACHIEVE THERESULTS IT’SGETTING.” Stephen Covey
  8. 8. SO WHAT HAPPENED HERE?
  9. 9. THEORY X• If I did not drive my people • I find that most people are constantly, they would not unambitious and must be get on with their work. forced to raise their sights.• I sometimes have to fire • I keep my distance from somebody or tongue-lash the team since it is them to encourage others. necessary for effective Taylor command.• Leaders have to lead by making all key decisions themselves.
  10. 10. THEORY Y• If somebody falls down on the • People should appraise their job, I must ask myself what I bosses as well as be appraised did wrong. by them.• I should sometimes take a • Anyone can have creative, back seat at meetings and let innovative ideas if they are others take the lead. encouraged. Deming• If I ask someone for their opinion on an issue, I try to Plan do as they suggest. Act Do Check
  11. 11. NEW IDEAS EMERGE• Delighting the Customer• From Controller to Enabler• From Bureaucracy to Dynamic Linking• Radical Transparency• FromCommand to Conversations
  12. 12. ... AND WHERE DO WE GO?
  13. 13. MOVING FROM LEADER AS DIRECTING TOWARD....
  14. 14. LEADER ASCATALYSING
  15. 15. Directive Leadership Catalyst Leadership Analytical Thinking Systemic Thinking Either/Or Both/And Mutuality and Unilateral Control Collaboration Management through Management through design ofcoordination and control environments Deterministic Chaordic
  16. 16. ATTRIBUTES OF ACATALYST LEADER
  17. 17. INCLUSIVE, COLLABORATIVE
  18. 18. FLEXIBLE,ADAPTIVE
  19. 19. POSSIBILITY- ORIENTED
  20. 20. FACILITATIVE
  21. 21. SELF-REFLECTIVE
  22. 22. COURAGEOUS
  23. 23. FOCUS AT ALL LEVELSOrganization Systems Thinking level Increasing throughput and not just cutting costs Servant LeadershipManagement Serving others — including employees, customers, level and community — is the number one priority Team Collaboration Quality Focus level
  24. 24. CHANGES IN MINDSET Organizational Systems Thinking Throughput and not 100% utilization is Multitasking reduces Emergence cost cutting harmful ROI Center on providing Progress visible & Being responsible Not Manufacturing Quality value to the customer transparent Team Sense of Urgency Continuous Individuals and Joint ownership Improvement interactions Working software Planning, Measure the right not the plans Rethink teams Rethink schedulesMiddle-Management things
  25. 25. WHERE CAN MANAGERS SUPPORT TEAMS?
  26. 26. Outcomes PrinciplesKeep it Barely Sufficient Simple Minimal Processes Tools daption A through g Teams Learnin
  27. 27. REDUCE TEAM DEPENDENCIES Dev BA QA From Functional Teams...
  28. 28. UI DB Interfaces Servicesbeyond Component Teams to...
  29. 29. Feature Set 1 Feature Set 3 Feature Set 2 Feature Teams
  30. 30. REDUCE DEBT•Technical Debt•Quality Debt•Software Configuration Debt
  31. 31. MINIMIZE WASTE • Partial Work • Finding Info • Delays • Over Produce • Extra Steps • Defects • Handoffs
  32. 32. CREATECOLLABORATIVEENVIRONMENTS
  33. 33. F ormal Re searchTra ining TimeINVEST IN LEARNING SetComm unities Based ractice of P D esign
  34. 34. WHERE CAN MANAGERS CHANGE THE ORGANIZATION?
  35. 35. EVERYBODY NEEDS TOUNDERSTAND STRATEGY
  36. 36. Culture of LearningCulture of Fear
  37. 37. OPTIMIZE THE WHOLE NOT THE PARTS 1 Hour 4 Hours 4 Hours 1 Day 4 Hours X 3 Days 10 X Days 10 X Days X 5 Days X 3 Days Approve Verify and Tech Code and DeployRequest and Fix Assessment Test Prioritize10 Min 10 Min 30 Min 4 Hours 2 Hours 1 Hour20 X Min 12 Hours X 6 Hours X5 Min 2 Hours 2 Hours
  38. 38. Utilization Queues & rate Bottlenecks Hours Worked Rate of Return Degree of multitasking Number of Cycle Time defects Time to form teamsBurnout Ability to respond to changes Effectiveness TeamTurnover energy Pressure to deliver EVERYBODY NEEDS TO SOLVE THE PROBLEMS
  39. 39. AGILE WILL HELP, BUT CANNOT ADDRESS ALL CHALLENGES
  40. 40. AGILE IS NOT A “DEV” THING BUT A SIGNIFICANT ORGANIZATIONAL CHANGE
  41. 41. AGILE IS NOT ADESTINATION BUT A JOURNEY
  42. 42. AGILE NEEDS STRONGLEADERS TO MAKE THEDIFFERENCE
  43. 43. WILL YOU BE THAT LEADER?

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