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Crash Course: 

!
Becoming an Agile Manager
"

"

"Ron Lichty, principal, Ron Lichty Consulting

author, Managing the Unmanageable"
www.RonLichty.com, www.ManagingTheUnmanageable.net "
*	


* Addison Wesley published October 2012
Ron Lichty,
Managing Software People  Teams
	


SOFTWEST
Why we wrote:	

*	


* Addison Wesley published October 2012
Management Training
	

•  Isn t it odd...	

–  how long we expect you to have studied
the art of programming
–  how little we expect you to have studied
the art of managing?
Rules of Thumb / Nuggets of Wisdom*
	


* 300 in the book
The Problem: 
Where Is the Manager?
	


7
	

ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne  Doug Shimp)
The Problem: 
Where Is the Manager?
	


8



















--Agile Learning Labs, Laura Powers
Managers and Agile
	

•  A common misconception is that because
of this reliance on self-organizing teams,
there is little or no role for leaders of agile
teams. Nothing could be further from the
truth. 
--Mike Cohn, Succeeding with Agile
Managers and Agile
	

• 
• 
• 
• 
• 

Roles your team still needs you to play	

Roles (and styles) that are inappropriate	

Roles that are deprecated	

Roles that change, sometimes dramatically	

Roles that are new
Managing the Unmanageable:
Rules, Tools, and Insights for Managing Software
People and Teams	

• 
• 
• 
• 
• 
• 
• 
• 
• 

Why We Programmers Are Hard to Manage	

Understanding Programmers 	

Finding and Hiring Great Programmers 	

Getting New Programmers Started Off Right 	

Managing Down 	

Managing Up, Out, and Yourself 	

Motivating Programmers 	

Establishing a Successful Programming Culture 	

Managing Successful Software Delivery
Managers and Agile
	

• 
• 
• 
• 
• 
• 

Creating an Agile Culture	

Supporting Agile Values	

Empowering Self-Organization  Excellence	

Removing Impediments	

Counseling, Coaching and Mentoring	

Hiring and Firing
Managers and Agile
	

•  Creating an Agile Culture
Managers and Agile
	

•  Creating an Agile Culture	

	


McGregor's X-Y Theory
Managers and Agile
	

•  Creating an Agile Culture	

	


Lean-Agile management is the art of leading people, not
managing them... Leading people involves creating the
correct environment, focusing them on the right things,
and trusting them to do their work... 

In Lean-Agile, the manager has two primary
responsibilities: 
• setting the outcomes or goals expected of the team; 
• assisting the doers in creating a better process and
workspace to get their jobs done... 
--Alan Shalloway, Net Objectives
Managers and Agile
	

•  Creating an Agile Culture
Managers and Agile
	

• 
• 
• 
• 
• 
• 
	


Creating an Agile Culture	

Supporting Agile Values	

Empowering Self-Organization  Excellence	

Removing Impediments	

Counseling, Coaching and Mentoring	

Hiring and Firing
Managers and Agile
	

•  Supporting Agile Values	

	


Overview of the study and URL to a free copy: http://ronlichty.blogspot.com/2013/06/the-2013-study-of-product-team.html
Managers and Agile
	

•  Supporting Agile Values	

	


Methodology	
  You	
  Associate	
  with	
  Increase	
  Profits	
  

Methodology	
  You	
  Use	
  
Agile	
  

Blended	
  (Some	
  Waterfall	
  
and	
  Some	
  Agile)	
  

Lean	
  

Waterfall	
  

Agile	
  

73.9%	
  

13.0%	
  

9.8%	
  

0.0%	
  

Blended	
  (Some	
  Waterfall	
  
and	
  Some	
  Agile)	
  

31.8%	
  

46.2%	
  

10.6%	
  

6.1%	
  

Lean	
  

14.3%	
  

0.0%	
  

42.9%	
  

14.3%	
  

Waterfall	
  

15.8%	
  

50.0%	
  

18.4%	
  

13.2%	
  

Don't	
  Know	
  

5.3%	
  

42.1%	
  

26.3%	
  

5.3%	
  
Managers and Agile
	

•  Supporting Agile Values	

	

The Agile Manifesto	

–  We value:	

• 
• 
• 
• 

Individuals and interactions over processes and tools	

Working software over comprehensive documentation	

Customer collaboration over contract negotiation	

Responding to change over following a plan	


-- http://agilemanifesto.org/
Managers and Agile
	

•  Supporting Agile Values	

	

Value the Agile Manifesto over sets of practices	

–  We value:	

• 
• 
• 
• 

Individuals and interactions over processes and tools	

Working software over comprehensive documentation	

Customer collaboration over contract negotiation	

Responding to change over following a plan	


-- http://agilemanifesto.org/
Managers and Agile
	

• 
• 
• 
• 
• 
• 
	


Creating an Agile Culture	

Supporting Agile Values	

Empowering Self-Organization  Excellence	

Removing Impediments	

Counseling, Coaching and Mentoring	

Hiring and Firing
Managers and Agile
	

•  Empowering Self-Organization  Excellence	

	

	

When teams self-organize there's still plenty for
managers to do... a managers job is to engineer
the organization so that teams can do their best
work. 
--Esther Derby, co-founder, Scrum Alliance
Managers and Agile
	

•  Empowering Self-Organization  Excellence	

	

	

	


Be a damper to the noise. --Joe Kleinschmidt, CTO	

John Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.u
Managers and Agile
	

•  Empowering Self-Organization  Excellence
Managers and Agile
	

• 
• 
• 
• 
• 
• 
	


Creating an Agile Culture	

Supporting Agile Values	

Empowering Self-Organization  Excellence	

Removing Impediments	

Counseling, Coaching and Mentoring	

Hiring and Firing
Managers and Agile
	

•  Removing Impediments	


Managers are still needed. Not so much for
their planning and controlling ability, but for
the important job of interfacing on the team s
behalf with the rest of the organization. 
--Diana Larsen, co-author, Agile Retrospectives
Managers and Agile
	

•  Removing Impediments	

	


Ensure your team has slack!	

	

(100% capacity begets bottlenecks!)	

	

--photo (c) Bud Adams, SXC, www.aimpgh.com
Managers and Agile
	

•  Removing Impediments: Protect team focus!	

	


(Guard against the waste of multitasking!)	

	

--photo (c) jeweledlion, http://www.flickr.com/photos/jeweledlion/1502706553/ Some rights reserved
Managers and Agile
	

• 
• 
• 
• 
• 
• 

Creating an Agile Culture	

Supporting Agile Values	

Empowering Self-Organization  Excellence	

Removing Impediments	

Counseling, Coaching and Mentoring	

Hiring and Firing
Managers and Agile
	

•  Counseling, Coaching and Mentoring	


Photo by Esti Alvarez, Some rights reserved, http://www.Flickr.com/photos/esti/4638056301/
Managers and Agile
	

• 
• 
• 
• 
• 
• 

Creating an Agile Culture	

Supporting Agile Values	

Empowering Self-Organization  Excellence	

Removing Impediments	

Counseling, Coaching and Mentoring	

Hiring and Firing
Managers and Agile
	

•  Hiring and Firing	

	

	

Always be recruiting!	

--Mickey Mantle and Ron Lichty, 
Managing the Unmanageable: Rules, Tools, and Insights for Managing
Software People and Teams
Managers and Agile
	

•  Hiring and Firing	

	

	

Always be recruiting!	

	

Deal with problem employees!
Managers and Agile
	

• 
• 
• 
• 

Critical to agile transformational success	

Key roles in agile	

Engage managers	

Clarify managerial roles
Ron Lichty Consulting	

•  Mentoring, Coaching, interim and acting CTO / VP Eng roles:	

–  http://ronlichty.com, Ron@RonLichty.com	


•  The book: 
Managing the Unmanageable: 

Rules, Tools  Insights for Managing Software People  Teams	

–  http://ManagingTheUnmanageable.net	


•  The study: 
2013 Study of Product Team Performance 	

–  http://ronlichty.blogspot.com 	


•  Training:	

–  The Agile Manager 	

–  Managing Software People and Teams

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