WHAT ARE WESUPPOSED TO DO  WITH THESEMANAGERS NOW?         Skip Angel
25 Industry  7 Agile              @skipangel
WE KNOW AGILEFOCUSES ON THE TEAM
YET SOME ARE LEFT ASKING    “WHERE DO I FIT?”
ONE SUCH GROUP MANAGEMENT
HOW DID WE GET HERE?
“EVERYORGANIZATION ISPERFECTLY ALIGNEDTO ACHIEVE THERESULTS IT’SGETTING.”      Stephen Covey
SO WHAT HAPPENED HERE?
THEORY X•   If I did not drive my people   •   I find that most people are    constantly, they would not         unambitiou...
THEORY Y•   If somebody falls down on the   •   People should appraise their    job, I must ask myself what I       bosses...
NEW IDEAS EMERGE• Delighting   the Customer• From   Controller to Enabler• From     Bureaucracy to Dynamic Linking• Radica...
... AND WHERE DO WE GO?
What’s in it for                     me?OPTION 1: NEED TIME TO  PROCESS CHANGE                                        Will...
OPTION 2: CHANGE ROLES?
OPTION 3: NOTEVERYONE FITS?
OPTION 4: WILLING TORE-INVENT YOURSELF ?
MOVING FROM LEADER AS DIRECTING TOWARD....
LEADER ASCATALYSING
Directive Leadership         Catalyst Leadership Analytical Thinking          Systemic Thinking     Either/Or             ...
ATTRIBUTES OF ACATALYST LEADER
INCLUSIVE, COLLABORATIVE
FLEXIBLE,ADAPTIVE
POSSIBILITY- ORIENTED
FACILITATIVE
SELF-REFLECTIVE
COURAGEOUS
FOCUS AT ALL LEVELSOrganization                   Systems Thinking   level        Increasing throughput and not just cutti...
CHANGES IN MINDSET                                            Organizational                    Systems Thinking    Throug...
WHERE CAN MANAGERS  SUPPORT TEAMS?
Outcomes           PrinciplesKeep it                        Barely Sufficient Simple   Minimal Processes                   ...
REDUCE TEAM DEPENDENCIES            Dev BA                        QA      From Functional         Teams...
UI                       DB                   Interfaces     Servicesbeyond Component    Teams to...
Feature Set 1                                    Feature Set 3                    Feature Set 2                Feature Teams
REDUCE DEBT•Technical   Debt•Quality   Debt•Software    Configuration Debt
MINIMIZE WASTE • Partial Work • Finding   Info • Delays • Over    Produce • Extra   Steps • Defects • Handoffs
CREATECOLLABORATIVEENVIRONMENTS
F ormal         Re searchTra ining          TimeINVEST IN LEARNING                    SetComm  unities      Based      rac...
WHERE CAN MANAGERS    CHANGE THE  ORGANIZATION?
EVERYBODY  NEEDS TOUNDERSTAND  STRATEGY
Culture of              LearningCulture of  Fear
OPTIMIZE THE WHOLE NOT                 THE PARTS          1 Hour                4 Hours            4 Hours              1 ...
Utilization                               Queues &                                        rate                            ...
AGILE WILL HELP, BUT CANNOT ADDRESS ALL CHALLENGES
AGILE IS NOT A “DEV” THING BUT         A SIGNIFICANT ORGANIZATIONAL CHANGE
AGILE IS NOT      ADESTINATION    BUT A  JOURNEY
AGILE NEEDS  STRONGLEADERS TO MAKE THEDIFFERENCE
WILL YOU BE THAT LEADER?
Agile2011 - What do we supposed to do with these managers now?
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Agile2011 - What do we supposed to do with these managers now?

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My talk at Agile 2011 Conference in Salt Lake City

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Agile2011 - What do we supposed to do with these managers now?

  1. 1. WHAT ARE WESUPPOSED TO DO WITH THESEMANAGERS NOW? Skip Angel
  2. 2. 25 Industry 7 Agile @skipangel
  3. 3. WE KNOW AGILEFOCUSES ON THE TEAM
  4. 4. YET SOME ARE LEFT ASKING “WHERE DO I FIT?”
  5. 5. ONE SUCH GROUP MANAGEMENT
  6. 6. HOW DID WE GET HERE?
  7. 7. “EVERYORGANIZATION ISPERFECTLY ALIGNEDTO ACHIEVE THERESULTS IT’SGETTING.” Stephen Covey
  8. 8. SO WHAT HAPPENED HERE?
  9. 9. THEORY X• If I did not drive my people • I find that most people are constantly, they would not unambitious and must be get on with their work. forced to raise their sights.• I sometimes have to fire • I keep my distance from somebody or tongue-lash the team since it is them to encourage others. necessary for effective Taylor command.• Leaders have to lead by making all key decisions themselves.
  10. 10. THEORY Y• If somebody falls down on the • People should appraise their job, I must ask myself what I bosses as well as be appraised did wrong. by them.• I should sometimes take a • Anyone can have creative, back seat at meetings and let innovative ideas if they are others take the lead. encouraged. Deming• If I ask someone for their opinion on an issue, I try to Plan do as they suggest. Act Do Check
  11. 11. NEW IDEAS EMERGE• Delighting the Customer• From Controller to Enabler• From Bureaucracy to Dynamic Linking• Radical Transparency• FromCommand to Conversations
  12. 12. ... AND WHERE DO WE GO?
  13. 13. What’s in it for me?OPTION 1: NEED TIME TO PROCESS CHANGE Will I be Am I gaining supported by the more than change? losing?
  14. 14. OPTION 2: CHANGE ROLES?
  15. 15. OPTION 3: NOTEVERYONE FITS?
  16. 16. OPTION 4: WILLING TORE-INVENT YOURSELF ?
  17. 17. MOVING FROM LEADER AS DIRECTING TOWARD....
  18. 18. LEADER ASCATALYSING
  19. 19. Directive Leadership Catalyst Leadership Analytical Thinking Systemic Thinking Either/Or Both/And Mutuality and Unilateral Control Collaboration Management through Management through design ofcoordination and control environments Deterministic Chaordic
  20. 20. ATTRIBUTES OF ACATALYST LEADER
  21. 21. INCLUSIVE, COLLABORATIVE
  22. 22. FLEXIBLE,ADAPTIVE
  23. 23. POSSIBILITY- ORIENTED
  24. 24. FACILITATIVE
  25. 25. SELF-REFLECTIVE
  26. 26. COURAGEOUS
  27. 27. FOCUS AT ALL LEVELSOrganization Systems Thinking level Increasing throughput and not just cutting costs Servant LeadershipManagement Serving others — including employees, customers, level and community — is the number one priority Team Collaboration Quality Focus level
  28. 28. CHANGES IN MINDSET Organizational Systems Thinking Throughput and not 100% utilization is Multitasking reduces Emergence cost cutting harmful ROI Center on providing Progress visible & Being responsible Not Manufacturing Quality value to the customer transparent Team Sense of Urgency Continuous Individuals and Joint ownership Improvement interactions Working software Planning, Measure the right not the plans Rethink teams Rethink schedulesMiddle-Management things
  29. 29. WHERE CAN MANAGERS SUPPORT TEAMS?
  30. 30. Outcomes PrinciplesKeep it Barely Sufficient Simple Minimal Processes Tools daption A through g Teams Learnin
  31. 31. REDUCE TEAM DEPENDENCIES Dev BA QA From Functional Teams...
  32. 32. UI DB Interfaces Servicesbeyond Component Teams to...
  33. 33. Feature Set 1 Feature Set 3 Feature Set 2 Feature Teams
  34. 34. REDUCE DEBT•Technical Debt•Quality Debt•Software Configuration Debt
  35. 35. MINIMIZE WASTE • Partial Work • Finding Info • Delays • Over Produce • Extra Steps • Defects • Handoffs
  36. 36. CREATECOLLABORATIVEENVIRONMENTS
  37. 37. F ormal Re searchTra ining TimeINVEST IN LEARNING SetComm unities Based ractice of P D esign
  38. 38. WHERE CAN MANAGERS CHANGE THE ORGANIZATION?
  39. 39. EVERYBODY NEEDS TOUNDERSTAND STRATEGY
  40. 40. Culture of LearningCulture of Fear
  41. 41. OPTIMIZE THE WHOLE NOT THE PARTS 1 Hour 4 Hours 4 Hours 1 Day 4 Hours X 3 Days 10 X Days 10 X Days X 5 Days X 3 Days Approve Verify and Tech Code and DeployRequest and Fix Assessment Test Prioritize10 Min 10 Min 30 Min 4 Hours 2 Hours 1 Hour20 X Min 12 Hours X 6 Hours X5 Min 2 Hours 2 Hours
  42. 42. Utilization Queues & rate Bottlenecks Hours Worked Rate of Return Degree of multitasking Number of Cycle Time defects Time to form teamsBurnout Ability to respond to changes Effectiveness TeamTurnover energy Pressure to deliver EVERYBODY NEEDS TO SOLVE THE PROBLEMS
  43. 43. AGILE WILL HELP, BUT CANNOT ADDRESS ALL CHALLENGES
  44. 44. AGILE IS NOT A “DEV” THING BUT A SIGNIFICANT ORGANIZATIONAL CHANGE
  45. 45. AGILE IS NOT ADESTINATION BUT A JOURNEY
  46. 46. AGILE NEEDS STRONGLEADERS TO MAKE THEDIFFERENCE
  47. 47. WILL YOU BE THAT LEADER?

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