Pam successful agile leadership presentation in munich february 2012 v2


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presentation at the Scrum Table in Munich, 2012, Feb. 29, focusing on our study on "successful leadership in an agile environment" as well as on a model for agile management

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  • W esentlicher Einfluss auf Einführung, Umsetzung und Verbesserung von Agile
  • Pam successful agile leadership presentation in munich february 2012 v2

    1. 1. Successful Agile LeadershipHow line managers lead in an agile environment
    2. 2. Thomas Spielhoferhas been using agile methods since 2001.has facilitated the introduction of Scrum as responsiblemanager in different organizations and is now supportingothers in doing so as consultant.has 17 years of IT experience leading heavy-weightinternational projects based on IPMA and CMMI as well aslean product development initiatives based on XP andScrum.is co-editor of PAM - Platform for Agile, Siegfried Kaltenecker is an organisational consultant with almost 20 years of experience in leadership training and management coaching. co-owns and co-manages Loop Organisationsberatung GmbH, an open consulting network, focusing on IT, financial services and industry is a Certified ScrumMaster and co-editor of the PAM - currently busy with completing a book on “Kanban in der IT” to be published in May 2012 (in German)
    3. 3. Successful Leadership in Agile Organizations Results of the 2011 Study
    4. 4. What we wanted to find out: What is required to successfully lead in an agile environment? What are the key factors from the point of view of teams and their managers using agile methods?
    5. 5. Our approach 58 face-to-face interviews with IT and business- experts from 5 different companies 7 clusters of qualitative and quantitative questions Aggregation of the questions both per company and across companies Interdisciplinary research team with backgrounds of agile and traditional project management, organizational development and line management
    6. 6. Success factors of agile leadership Quality of communication Organizational Change Management Trust Professional Self ManagementMiddle Management as Change Agents Context Management & Coaching Leadership as a Team Sport
    7. 7. Quality of communication„Internal communication has become more honest, more specific, things aresaid more straightforward” – team member Communication has improved in all 5 companies This is perceived very similarly by all hierarchical levels IT sees improvement in a better light than Impact of agile transition on communication business (1: very positiv 3: neutral: 5: very negativ)
    8. 8. Trust„To work agile is like climbing stairs without handrails“– Senior Management BusinessTrust in ... the competence of the team their ability to self-organize... requires leaders to... adopt to change learn sincerely delegate responsibility cope with uncertainty and democracy Also see „A recipe for trust building“
    9. 9. Middle Management as ChangeAgents„Why do we have line managers – so that someone signs our vacation forms?“– team member Not middle management, but command & control leadership becomes obsolete New core challenges: Recruiting, Role Clarification, Change How do you rate the potential that the entire company can benefit from the agile transition? Management,… (1: very positiv, 3: neutral, 5: very negativ)
    10. 10. What we would like to know How do the results of our study fit to your own experience?  Confirmations, surprises, lack of clarity… ? What are the most important challenges for leadership in your onw environment? Please form table groups and talk about these questions for about 15 minutes At the end of your discussion please agree on your TOP 3 challenges and write them on three pincards
    11. 11. Dinner. Enjoy!
    12. 12. Time for dessert
    13. 13. Draft of our Agile Leadership Model (ALM) Results Core Competencies Basic Skills Basic AssumptionsGet more information by the end of march on
    14. 14. Cross-functionalHierarchy-bridging Management Teams
    15. 15. Agile Leadership Core Competency:Cross-functional, hierarchy-bridging management team  As a line manager you can: – take time to negotiate stakes and manage expectations in a new assignment – Establish trust within management team – Bridge silos with cross-functional teams  You can not: – Implement your corporate strategy top-down
    16. 16. Agile Leadership Core CompetenciesStakeholder Management Stakeholder Map Interviews with most important business partners  Presentation of most important results, feedback and commitment on further steps
    17. 17. Agile Leadership KernkompetenzenStakeholder Management Als Line Manager you can: Focus on most important customers and partners Survey different expectations Strengthen a culture of open and trustful communication Facilitate mutual commitment You can not: Clarify expectations once and for all times Solve all communication problems Avoid conflicts
    18. 18. High Performing Teams
    19. 19. Agile Leadership Core Competency:High Performing Teams As a line manager you can: - Staff the teams, balancing skills and tempers - help creating alignment among stakeholders - be a resource to your team You can not: – change the intrinsic motivation of your staff – Compensate for a lack of experience by becoming a “playing captain” – Compensate a lack of (self-)organization by micromanaging the teamAlso see:
    20. 20. Finale DigestionDiscussion in small groupsComments and questionsin plenaryGuest BookClosingChill Out