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Managing self organizing teams an old school management dilemma


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Agile and Scrum teams require new leadership and management. Learn how to keep your teams motivated and continually improving.

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Managing self organizing teams an old school management dilemma

  1. 1. Mike VincentOver 25 years as software developer and architectMarketing director, construction project manager andstructural engineer previouslyMicrosoft MVP - Visual Studio ALMPassion for community INETA IASAProfessional Scrum Developer TrainerProfessional Scrum Product Owner
  2. 2. The Need to be AgileChange with the times…Or risk getting run over
  3. 3. ChangeHow we make stuffHow we deal with ourcustomersFinancial impactHow we manage people
  4. 4. Why Self-organizing Teams?
  5. 5. Agile Manifesto PrinciplesOur highest priority is to satisfy the customer Working software is the primary measure ofthrough early and continuous delivery of valuable Agile processes promote sustainable development.Welcome changing requirements, even late in The sponsors, developers, and users should be abledevelopment. Agile processes harness change for the to maintain a constant pace indefinitely.customers competitive advantage. Continuous attention to technical excellence andDeliver working software frequently, from a couple good design enhances agility.of weeks to a couple of months, with a preference tothe shorter timescale. Simplicity--the art of maximizing the amount of work not done--is essential.Business people and developers must work togetherdaily throughout the project. The best architectures, requirements, and designs emerge from self-organizing teams.Build projects around motivated individuals. Givethem the environment and support they need, and At regular intervals, the team reflects on how totrust them to get the job done. become more effective, then tunes and adjusts its behavior accordingly.The most efficient and effective method of conveyinginformation to and within a development team is faceto- face conversation.
  6. 6. The Scrum Team• The Scrum Team consists of a Product Owner, the Development Team, and a Scrum Master.• Scrum Teams are self-organizing and cross-functional.• Self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team.• Cross-functional teams have all competencies needed to accomplish the work without depending on others not part of the team.• The team model in Scrum is designed to optimize flexibility, creativity, and productivity. Scrum Guide
  7. 7. Old school management has tochangethat self-organizing teams are a key to agile• We know success• Teams need some leadership and coaching to grow and mature toward high performance• Leadership and management must go hand in hand • They are not the same thing • But they are necessarily linked, and complementary • The task is not to manage people, but to lead people • The goal is to make productive the specific strengths and knowledge of every individual • And, to help these individuals grow into high performing team
  8. 8. Ditching Scientific Management• The Principles of Scientific Management - Frederick Taylor • Defined man as an extension of machines and organizations • Took away much of man’s autonomy • Converted skilled crafts into simplified jobs
  9. 9. Forget Other Old ManagementPrinciples• Socialist Ideology • Defined man with qualities that perfect desired group behavior• Human Relations • Defined man in terms that match diagnostic, manipulative techniques
  10. 10. Be Efficient and Be Human• Use people as people• Treat them fairly, with respect• Allow/encourage • Creativity • Autonomy • Purpose • Team work• Work at a sustainable pace
  11. 11. ProductivitythroughMotivation
  12. 12. KITA - Management by Motivation or Management by Movement?
  13. 13. DRiVE• The Surprising• Truth About What• Motivates Us • Autonomy • Mastery • Purpose
  14. 14. Man• Man as an animal, avoidance of pain from his environment• Psychological growth, a uniquely human trait
  15. 15. Herzberg’s Motivation-HygieneTheory to be managedTwo scales• Motivation - work content• Hygiene - work context Motivation Work Context
  16. 16. How’s the workcontext?
  17. 17. Work context factors lead to job dissatisfaction when inadequate - When improved they lead to no job dissatisfaction Motivation Work Context
  18. 18. Am I treated well?
  19. 19. Hygiene - Am I treated well?• Company policy and administration• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security• …
  20. 20. Dynamics of Hygiene• Psychological basis is avoidance of pain from the environment• There are infinite sources of pain in the environment• Improvements have short-term effects• Needs are cyclical in nature• Have an escalating zero point• There is no final answer
  21. 21. Management of the Work Context• Proper Management • Identify type of hygiene • Give hygiene for hygiene purposes • Give hygiene for what hurts • Keep hygiene administration simple • Give it and shut up about it
  22. 22. Motivator factors lead to job satisfaction when present - When absent there is no job satisfaction Motivation Job Context
  23. 23. Am I used well?
  24. 24. Motivators – Am I used well?• Job satisfaction factors • Achievement Preparatory • Recognition shorter term • Work itself Generator • Responsibility longer term • Advancement
  25. 25. Dynamics of Motivation• Psychological basis is need for personal growth• There are limited sources of motivator satisfaction• Improvements have long term effects• Motivators are additive in nature• Motivator needs have a non-escalating zero point• There are answers to motivator needs
  26. 26. Management of Motivators• Is hygiene getting in the way?• Technical competence OK?• Are we using people’s capabilities?• All attitudes are proper attitudes• Which behavior is being reinforced and how?
  27. 27. Ingredients of a Good Job• Direct Feedback• Client Relationship• New Learning• Scheduling• Unique Expertise• Control over Resources• Direct Communications• Personal Accountability
  28. 28. Direction Everyone knows where we are going, clear expectationsTrust Trust your people and teams to get the job done, only then can people take the risks to be truly effectiveCourage Openness, transparency, empiricism Sometimes tough decisions have to be madeCommitment Those you lead know you have their backSupport Tools, environment, removing
  29. 29. Servant Leadership
  30. 30. The Role of Managing SelfOrganizing Teams
  31. 31. Make the context of self-Boundaries! organization well known
  32. 32. Subtle control andinfluence
  33. 33. Team Development
  34. 34. Inattention to Results Avoidance ofAccountability Lack ofCommitmentFear of ConflictAbsence of Trust
  35. 35. Empower the team
  36. 36. Management has to ChangeA better way to treat people and run an organization• Using people well• Treating people well• Individuals and teams If you manage people, your role has changed!
  37. 37. QuestionsMike Vincent ?MVA
  38. 38. Resources for more information• One More Time: How Do You Motivate Employees?, Fredrick Herzberg Harvard Business Review, January-February 1968.• The Managerial Choice – To be efficient and to be human Fredrick Herzberg, Dow Jones-Irwin 1976• Work and the Nature of Man Fredrick Herzberg, New American Library, Mentor, 1973• The Enterprise and Scrum Ken Schwaber, Microsoft Press, 2007• Organizational Culture and Leadership Edgar H. Schein, John Wiley & Sons, 2010• The Leader’s Guide to Radical Management Stephen Denning , John Wiley & Sons, 2010• Developmental sequence in small groups, Bruce W. Tuckman Psychological Bulletin, Volume 63, Number 6 1965
  39. 39. Resources for more information• Great by Choice Jim Collins and Morten T. Hansen, HarperCollins 2011• The Enterprise and Scrum Ken Schwaber, Microsoft Press, 2007• Software in 30 Days Ken Schwaber and Jeff Sutherland, John Wiley & Sons, 2012• Drive Daniel H. Pink, Riverhead Books, 2009• The Five Dysfunctions of a Team Patrick Lencioni, Jossey-Bass, 2002• Our Iceberg is Melting John Kotter and Holger Rathgeber, 1st St. Martin’s Press, 2005• Succeeding with Agile Mike Cohn, Addison Wesley, 2010• smells, Mike Cohn• smells.html, Mark Levison•, Jeff