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Madhur kathuria the role of manager in a changing world v3

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Madhur kathuria the role of manager in a changing world v3

  1. 1. Manager 2.0 The role of manager in a new world Madhur Kathuria, CSC, CSP, CSM, CSA Director, Agile Consulting and Transformation, Xebia India v1.0 November 2014
  2. 2. Introduction
  3. 3. [Accidental Agile Coach, Status-quo Disruptor, Transformation freak, Behavioral mystic, nomad, INDIAN]
  4. 4. Agenda ???
  5. 5. Agile ? Scrum ? XP?? How do I survive in the competitive market Team empowerment ?? Appraisals? My new role ? What am I doing here…. ??????????
  6. 6. Let’s start with a story….
  7. 7. Once upon a time… In a land of yore and happiness, there lived three project managers… Day after day, They used to marshal their troops, delivered projects, earned client appreciations and used to go home happily with their hard earned money Everything was fine, happy and full of fun… Until one day…… TRAGEDY STRUCK !!!!!!
  8. 8. Their world started changing…. The Projects Started failing… Customers were no longer happy.. Their troops revolted against their way of working….
  9. 9. And to make matters worse… A new , dangerous, ugly monster was seen in the town….
  10. 10. The Project Managers had to decide...
  11. 11. The first Manager… Found that Agile monster sopped up all the work he used to do and gave this work to the teams do it. The PM was barred from commanding his men (and women) . he was told to sit out of ceremonies and trust the team to make all the decisions…The PM slowly fell ill and miserable and eventually left the once happy land to look for greener pastures in a far-away land
  12. 12. The second one… Found that Agile monster sopped up all the work the PM used to do and let the teams do it. The PM was barred from commanding his men (and women) . he was told to sit out of ceremonies and trust the team to make all the decisions. The PM started finding ways how to kill the Agile monster. He started diverging the team’s mind-set and views about how the monster would kill their productivity and make them mediocre. He did participate in the meetings and still controlled the meetings and team outcomes. The team slowly started moving away from being close to agility and one fine day the Agile Monster was slow poisoned to death and the team went back to the old ways…
  13. 13. And the third… Discovered that he had actually found a very good knowledge companion called “Agile” . He learned the virtues of delegation and hands-off manager from agile. He passed on the decision making to the team while himself taking on the role of mentor, guide and buddy for the teams. He started to guide them to right path and gave them insights about what is wrong and what is right, rather than telling and forcing them to go down a particular path. Eventually, the team started respected him even more and they used his experience and wisdom to gain productivity and benefits and all of them lived happily ever after…
  14. 14. So, which one of the Project Manager resides in you ???
  15. 15. OK. I got the message. But What do I do , to be successful in new world ?
  16. 16. First Let’s revisit the agile philosophy
  17. 17. The Agile Manifesto [ We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value] Individuals and interactions over Processes and tools Working software comprehensive documentation Customer collaboration contract negotiation Responding to change following a plan
  18. 18. The Agile Principles Satisfy the customer through early and continuous delivery of software Business people and developers work together daily throughout the project Working software as primary measure of progress Simplicity--the art of maximizing the amount of work not done Welcome changing requirements, even late in development Build projects around motivated individuals The sponsors, developers and users should be able to maintain a constant pace indefinitely Deliver working software frequently Face-to-Face conversation for conveying information with and within a development team Continuous attention to technical excellence and good design The best architectures, requirements and designs emerge from self-organizing teams At regular intervals, the team reflects on how to become more effective and adjusts its behavior accordingly
  19. 19. Trust Agile Values Collaboration Accountability High Performance High aims Sense of Urgency Self organization Goal Driven Approach Sustainable Pace Simplicity Self Growth and Excellence
  20. 20. High quality working software 24 …..continuously
  21. 21. On going integration during development
  22. 22. Cross-functional teams
  23. 23. 28 Self Managed
  24. 24. 29
  25. 25. The Mirror Exercise
  26. 26. The perspectives What do we expect and demand of ourselves? What outcomes do we expect from ourselves? What do we expect to improve in our functioning as Agile Team Managers? The Manager's perspective. What do we want to do less, or refrain from doing as Agile Team Managers What do we want to preserve (to keep doing in the same way) as Agile Team Managers?
  27. 27. The self perspective What do we expect and demand of ourselves? What outcomes do we expect from ourselves? What do we expect to improve in our functioning as Agile Team Managers? The Manager's perspective. What do we want to do less, or refrain from doing as Agile Team Managers What do we want to preserve (to keep doing in the same way) as Agile Team Managers?
  28. 28. The Team’s perspective What do we expect and demand of the Agile Manager's? What outcomes do we expect of them? What do we expect them to improve in their functioning? What do we want them to do less, or refrain from doing? What do we want them to preserve (to keep doing in the same way)? The Team's perspective
  29. 29. The ScrumMasters’ perspective What do we expect and demand of the Agile Manager's? What outcomes do we expect of them? What do we expect them to improve in their functioning? What do we want them to do less, or refrain from doing? What do we want them to preserve (to keep doing in the same way)? The ScrumMasters’ perspective
  30. 30. The Management’s perspective What do we expect and demand of the Agile Manager's? What outcomes do we expect of them? What do we expect them to improve in their functioning? What do we want them to do less, or refrain from doing? What do we want them to preserve (to keep doing in the same way)? The Management’s perspective
  31. 31. What Happens to the “Manager”? Manager The Team
  32. 32. Now, Let’s create the new version of the Manager…. “Manager 2.0”
  33. 33. Manager 2.0  Step 1 – Create list of everything the Manager used to be responsible for (come up with as many items as possible, at least 10 items)  Step 2 – Cross off this list everything that: Conflicts with Agile Principles Is unnecessary in Agile Principles Would undermine the team's self-organization and self-management
  34. 34. Decide task assignments among the team members and assign them Provide coaching and mentorship to team-members Keep track of whether team-members have done the tasks I’ve assigned to them Surface issues to the team that they might overlook – scaling, performance, security, etc. Make commitments on behalf of the team about how much they can get done by X date Provide input on features, functionality, and other aspects of what’s being produced Give direction to the team on how to do the work, so they can meet the commitment I made Do performance evaluations and provide feedback to team-members Convince team that the commitments made on their behalf are attainable Provide advice and input to the team on difficult technical issues that come up Monitor the team's progress, to make sure they stay on schedule, and aren't having problems Plan training for team, and do career-development and planning with team-members Conduct weekly update and 1:1 meetings with team, to surface issues, and provide direction Stay abreast of latest developments in the technology their team uses, industry news, etc. Recruit, interview and hire new members of the team Plan and oversee budgets and financials, and think about tools, skills and other future needs Fire team-members who are consistently not able to perform Help remove impediments that the team is not able or well-placed to resolve themselves
  35. 35. Enforces and Protects team Boundaries
  36. 36. Encourages Commitment
  37. 37. Is the team coach… Coach
  38. 38. …provides Continuous Feedback
  39. 39. Thinks like a co-star not the “director”
  40. 40. The Manager……….. A RZeinng M Maasstteerr
  41. 41. What “Hat” Am I Wearing? Facilitator “I will help you make a decision without taking Partner “We will do it together and learn from each other” Technical Advisor “I will assist with technical questions during the project” Mentor “I will support you in acquiring knowledge and new skills” Hands-On Expert “I will perform complicated tasks” Role Model ”Watch me and adopt my attitude” sides” Coach “I will assist you in performing the best you can and extracting your maximum potential” Reflective Observer “You will manage and I will mirror (light up) issues for your functioning” Process Aspects Project Deliveries
  42. 42. If We can be of any help • Twitter: madhurkathuria • Skype: madhur.kathuria • Madhur@indiascrumcommunity.org Our Spaces We are available on  http://www.madhurkathuria.info  www.agiledevilsworkshop.com
  43. 43. The Tools of the new trade
  44. 44. Game 1 – Strategic Planning  Objective: Conduct Strategic Planning to make Agile Transformation further successful in 2015.  Identify the drivers that would help the team grow.  Identify the potential issues that would prevent the growth.  Brainstorm on the strategy for growth of the team.  Manage the potential risks and identify mitigation plans. Agile Innovation Games for Chapter Strategies
  45. 45. Strategic Planning  Preparations: A whiteboard or large sheet of paper A picture of a balloon & ropes Index card or sticky notes for the participants Agile Innovation Games for Chapter Strategies
  46. 46. Strategic Planning  How it works: The balloon wants to fly high up in the sky (denotes successful Agile environment).  The air pushes the balloon upwards (positive push).  The ropes tied up with the balloon prevents it from flying (negative push) . Participants write their inputs on sticky notes. Participants brainstorms to define the strategy. Agile Innovation Games for Chapter Strategies
  47. 47. Strategic Planning Agile Innovation Games for Chapter Strategies
  48. 48. Guidelines  Refrain from giving judgment or trying to fix the problem during the game.  Focus on understanding the feedback shared by the participants.  Same issues identified by multiple members indicate gravity of the situation.  Review the final results, organized by priority. Agile Innovation Games for Chapter Strategies
  49. 49. Lets Play!  Strategic Planning for building a successful Agile team.  Identify what would make the team successful.  Identify any potential risks that would impact the team.  Place the positive and negative push on the board.  Brainstorm on the strategies to make the team successful. Agile Innovation Games for Chapter Strategies
  50. 50. Where to use?  To identify strategic objectives of the organization / team.  To define the operational plan / new initiatives.  To create a risk management plan.  Establish the team common goals / guidelines.  Establish areas to focus on (Marketing, HR etc.) Agile Innovation Games for Chapter Strategies
  51. 51. Game – Give me water and sun!
  52. 52. Game – Don’t miss the bus!
  53. 53. Game – Identify the bomb!
  54. 54. 30 November, 2014 60
  55. 55. 30 November, 2014 Questions??
  56. 56. Contact us @ Xebia Agile Consulting and Transformation ConsultingIndia@xebia.com Or Madhur Kathuria (Director - Agile Consulting and Transformation) Mobile: +91 965-040-8822, Email: mkathuria@xebia.com Website www.xebia.com www.xebia.in www.xebia.fr Thought Leadership http://blog.xebia.com http://podcast.xebia.com
  57. 57. If We can be of any help • Twitter: madhurkathuria • Skype: madhur.kathuria • Madhur@indiascrumcommunity.org Our Spaces We are available on  http://www.madhurkathuria.info  www.agiledevilsworkshop.com

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