This talk was held at the Trifork, GOTO Night in Zurich on October, 14 2013. Abstract In few industries the benefits of new, agile forms of working were more visible than in software development. Strict deadlines, highly intelligent knowledge workers, and products that – if not built correctly – were very vulnerable to errors. The philosophy of Agile offered many answers and solutions to improve working methods in software development. Management, however, was hardly addressed. The Scrum Framework does not define the role “Manager”. Instead Scrum is about self-organisation and teams, but there is not even a team lead. Many people draw the conclusion that we should get rid of managers and officially state them as the main obstacle when introducing Agile into the organisation. Are they right or completely wrong? In this talk Mischa Ramseyer takes a closer look at the role and duties of Management in Agile Organisations so that you are able to answer the question “Do we need Management in Scrum” by yourself.

1. agility
accelerates
...
Do
we
need
Management
in
Scrum?
Trifork,
GOTO
Night
Zürich,
14.10.2013

2. Change Agent
Agile Coach & Trainer
Mischa Ramseyer
@ramsyman
hFp://www.management30.com

3. Scrum
is
easy
to
understand
...
• 3 Roles
• 3 Artefacts
• 4 Meetings

4. ...
but
difficult
to
master!

5. The
PragmaPc
OrganisaPon
Delivery
EffecPveness
Products
Services
Do
the
Right
Thing
Efficiency
Do
the
Thing
Right
©
2012
-­‐
2013
pragmaPc
soluPons
gmbh

6. The
role
of
Management
?

7. Some
theory

8. The
English
verb
“to
manage”
was
originally
derived
from
the
Italian
maneggiare,
meaning
to
handle
and
train
horses.
[…]
This
original
meaning
merged
with
the
French
term
menage,
or
household.
Cynthia
F.
Kurtz,
David
J.
Snowden,
“Bramble
Bushes
in
a
Thicket”
hFp://cognia.com.au/Links%20and%20Vids/assets/52_Bramble_Bushes_in_a_Thicket.pdf

9. Management
is
about
human
beings.
Its
task
is
to
make
people
capable
of
joint
performance
[…].
This
is
what
organizaPon
is
all
about,
and
it
is
the
reason
that
management
is
the
criPcal,
determining
factor.
Peter
F.
Drucker
Management:
Revised
EdiPon,
2008

10. Self-­‐organisaPon
needs
boundaries
Jurgen
Appelo,
Management
3.0

11. Self-­‐organisaPon
needs
constraints
Jurgen
Appelo,
Management
3.0

12. Self-­‐organisaPon
needs
goals!
Jurgen
Appelo,
Management
3.0

13. A
team
is
a
complex
adapPve
system
(CAS),
because
it
consists
of
parts
(people)
that
form
a
system
(team),
which
shows
complex
behavior
while
it
keeps
adap1ng
to
a
changing
environment.

14. The
role
of
Management
?

15. Managers
duPes
• Management
outside
of
the
Scrum
Team
• Set
Context
&
Constraints
• State
coarse
grained
goals
(lighthouse,
Business
Model)
that
guide
the
way
of
the
Scrum
Teams

16. The
PragmaPc
OrganisaPon
Delivery
EffecPveness
Products
Services
Do
the
Right
Thing
Efficiency
Do
the
Thing
Right
©
2012
-­‐
2013
pragmaPc
soluPons
gmbh

17. The
PragmaPc
OrganisaPon
Culture
Context
&
Constraints
OrganisaPon
Network
&
Empowerment
Delivery
EffecPveness
Products
Services
Do
the
Right
Thing
Efficiency
Do
the
Thing
Right
©
2012
-­‐
2013
pragmaPc
soluPons
gmbh

18. The
PragmaPc
OrganisaPon
Culture
Strategy
Context
&
Constraints
OrganisaPon
Network
&
Empowerment
Delivery
EffecPveness
Products
Services
Do
the
Right
Thing
Efficiency
Do
the
Thing
Right
©
2012
-­‐
2013
pragmaPc
soluPons
gmbh

19. ?
Why
Agile

20. Meet
Melly...

21. Melly
is
not
happy...
hFp://www.flickr.com/photos/bertwerk/623288901/
©
2007
Bert
Werk,
CreaPve
Commons
3.0

22. Why
does
Melly
hate
her
Job?
• The
market
is
changing
• from
seller
to
buyer
• The
goal
is
changing
• from
average
to
delight
• The
workplace
is
changing
• from
work
execuPon
to
conPnuous
innovaPon
• from
manufacturing
to
knowledge
work
• The
worker
is
changing
• from
semi-­‐skilled
to
well-­‐
educated
• from
basic
needs
to
self-­‐
fulfilment
But
Management
does
not
change!

23. Trends & Benchmarks Report Schweiz
Wo stehen wir – wohin geht es?
Agile 2013
In Kooperation mit
hFp://www.swissq.it/en/agile/research-­‐and-­‐informaPon/

24. Trends & Benchmarks Report Schweiz
Wo stehen wir – wohin geht es?
Agile 2013
In Kooperation mit
hFp://www.swissq.it/en/agile/research-­‐and-­‐informaPon/

25. What
organizaPons
usually
do
is
an
AdopPon

26. Who
decides?
Managers
iniPate
adopPons
in
77%
of
the
cases.
hFp://www.versionone.com/state_of_agile_development_survey/11/

27. Who
decides?
Unfortunately,
many
exisPng
systems
embrace
and
kill
change.

28. What
organizaPons
need
is
a
TransformaPon

29. The
PragmaPc
OrganisaPon
Culture
Strategy
Context
&
Constraints
OrganisaPon
Network
&
Empowerment
Delivery
EffecPveness
Products
Services
Do
the
Right
Thing
Efficiency
Do
the
Thing
Right
©
2012
-­‐
2013
pragmaPc
soluPons
gmbh

30. The
PragmaPc
OrganisaPon
Culture
Strategy
Context
&
Constraints
OrganisaPon
Delivery
EffecPveness
Products
Services
Do
the
Right
Thing
Efficiency
Do
the
Thing
Right
©
2012
-­‐
2013
pragmaPc
soluPons
gmbh

31. Management
3.0

32. People
are
the
most
important
parts
of
an
organizaPon
and
managers
must
do
all
they
can
to
keep
people
acPve,
creaPve,
and
moPvated.

33. Example:
Kudo
Box
IncenPvize
people
to
give
each
other
a
compliment.

34. Teams
can
self-­‐organize,
and
this
requires
empowerment,
authorizaPon,
and
trust
from
management.

35. Example:
Authority
Boards
Visualize
the
level
of
delegaPon.
©
2012
Jürgen
de
Smet,
used
with
permission

36. Self-­‐organizaPon
can
lead
to
anything,
and
it’s
therefore
necessary
to
protect
people
and
shared
resources…
…and
to
give
people
a
clear
purpose
and
defined
goals.

37. Vision
Mission
Values
&
Principles
• 1 year
• What do we want?
• 5 - 10 years
• Why do we exist?
• 10 – 20 years
• Who are we?
• Lifetime
Alignment
Strategy
• How will we do it?

38. Teams
cannot
achieve
their
goals
if
team
members
aren’t
capable
enough,
and
managers
must
therefore
contribute
to
the
development
of
competence.

40. Many
teams
operate
within
the
context
of
a
complex
organizaPon,
and
thus
it
is
important
to
consider
structures
that
enhance
communicaPon.

42. People,
teams,
and
organizaPons
need
to
improve
conPnuously
to
defer
failure
for
as
long
as
possible.

43. Let peers rate!
hFp://www.peerup.ch

44. Management
3.0

45. Do
we
need
Management
in
Scrum?
YES,
it‘s
built
in!
BUT,
we
also
need
Managers
on
the
outside!

46. Management
is
too
important
to
be
lex
to
the
managers.
We
all
parPcipate
in
the
workout.
Jurgen
Appelo

48. www.pragmaPc-­‐soluPons.ch
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