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Xavier Albaladejo
CAS2014 - Agile Spain Conference - December 2014
Agile Management is different
v1.2
CAS 2014 2
Speaker Bio & Company Information
 Xavier Albaladejo is Agile-Lean Coach on organizational
transformation and member of everis Agile Excellence
Center. He helps large organizations to bring more value,
faster and efficiently, using Agile and Lean principles.
 Xavier Albaladejo coordinates a Postgraduate on Agile
methods in La Salle, he is Certified Scrum Practitioner,
founder of proyectosagiles.org, Agile Barcelona and
member of Agile Spain Board of Directors.
insert photo
AGILE EXCELLENCE CENTER
IT Government – Technology BU
PMA
Postgrado en
Métodos Ágiles
CAS 2014 3
AgileManagement
CAS 2014 4
AgileManagement
Different
mental
models
Principles Approaches
Culture
CAS 2014 5
 Different context
Traditional
 Reduced competition
 Mass/chain production
 Lengthy product cycles
 Push the product in the market
Agile
 Competitive markets
 Fast product cycles
 Adapt to the demand
 Fast feedback and innovation
 Short productions
Principles and Culture
CAS 2014 6
Principles and Culture
 Different productive models
Traditional
 Complicated
 Repeatable
 Predictive
 industrialization
Agile
 Complex
 Uncertainty
 Adaptability
 Learning
 Improving
<
It is unusual to repeat a work
CAS 2014 7
Major success and productivity factors
1 People competence
2 Team cohesion
Main factors
4
Experience and knowledge in
similar projects
5 Middle Management style
6 People motivation
See full study in http://www.slideshare.net/xalbaladejo/en-cas2013-agile-lean-organization-and-productivity-improvement-frameworkv30
3 Technical / product complexity
Focus in learning, improvement, growth.
Competitive
advantage!
Repeat projects of
same type
Intrinsic motivation!.
Organizational facilitator, teamwork.
Stable
teams
by product
line or client
type.
“Cells”
CAS 2014 8
Principles and Culture
 Employees
Agile
People  ¡Think, emotions!
Knowledge workers, “creators”
Traditional
“Resources”
Easy to change “pieces”
CAS 2014 9
Profit
3
Principles and Culture
 In Agile employees motivation is fundamental.
Satisfied
clients
Service quality is proportional
to employees “quality” and
satisfaction
2Motivated
employees
Without employees there are
no products nor services, they
are who generate value
1
CAS 2014 10
Principles and Culture
 Indirect management vs know the place where work is done.
Agile - Lean
Go to see & listen to the “trenches”
to understand problems and worries
Traditional
Office mgmt, indicators, conversation
with direct line of reporting
<
CAS 2014 11
Principles and Culture
 Conformance to standards vs all people seek for improvements.
Traditional
Stable processes, created by specialists.
Penalties to people who don’t follow the rules
Agile
Empowerment & System Ownership to
bottom-up improvement of standards
Don’ look for guilty people, but on
how to improve the process
Safe environment to
challenge status-quo
CAS 2014 12
Principles and Culture
 Command & Control vs self-organization and service to teams.
Traditional
Command & Control.
Micro-management.
GROUP
Agile
TEAM
Thinking together. Self-organization.
Management as servant leaders.
CAS 2014 13
Principles and Culture
 Organization. Departments vs cells.
Traditional
Programming TestingAnaly
sis
Dev
Ops
Departaments
Own projects (and budget), knowledge silos.
Pooling & proxies, capacity, assignments
Programming TestingAnaly
sis
Dev
Ops
Cell N
Cell 1
Cell 2
Agile
Competences
Lifecycle and projects are cell-contained.
Stable, cross-functional teams, face to face
See the whole model in http://www.slideshare.net/xalbaladejo/en-cas2013-agile-lean-organization-and-productivity-improvement-frameworkv30
End to end
CAS 2014 14
We’ve seen that
Principles are
different
Let’s talk on different
Agile Management
http://www.jokeroo.com/pictures/funny/884904.html
CAS 2014 15
¿What is the purpose of
an organization?
CAS 2014 16
Create the context
To achieve:
Organization purpose
Good products or services1
 Cells that “run”:
1 - fast
2 - efficiently
2
… so winning the Time To Market race and
quickly incorporating market feedback
CAS 2014 17
 You should not feel the organization.
 Whatever you do in efficiency should not
slow down cells.
The organization
should be a help,
not an impediment
Organization purpose
CAS 2014 18
Who are the “clients”
of an Agile Manager?
CAS 2014 19
Programming TestingAnaly
sis
People from their competence area (that are part of cells).
Competence areas
Testing
Competence
Manager
Cells that implement the organization strategy (they produce the value and
must “run” fast).
Cell N
Cell 1
Cell 2
Agile Manager clients
CAS 2014 20
Do you know what is a
core team?
 Infrastructure team: creates context for teams to flow
faster, making the infrastructure seamless.
CAS 2014 21
Managers as a “Core” team
Management must be a facilitator at an organizational level
 Removes organizational impediments
to improve end to end flow.
 Creates & improves the context in order to help cells to flow.
 Identifies people “in the trenches”
that should talk directly.
Management works on organization seamless
CAS 2014 22
Agile Manager responsibilities
“Shaping
the
context”
takes time
Traditional
Strategy
People
Operative
Micro-management and intra-team coordination, among
departments, capacity management, assignments.
Collapsed management that benumbs projects.
Organization
Culture
Strategy and
improvements
People
growth and motivation
Operative
Organization,
structure and teams
Culture
Agile
Management removes
organizational impediments
in the value flow
All
aspects
need a lot
of Go see
and listen
to the
trenches
CAS 2014 23
Agile Managers types and responsibilities
Responsibility Organizational responsible Operative
The following areas are responsibility of all people in the company…
… but it is still important to have ultimate explicit responsibilities.
Culture and
Organization
Especially Middle Management.
 Hire people with the right idiosyncrasy.
 Organization and cell design, motivating work environment.
 Identify and connect people that should talk directly.
Scrum
Masters
Outlearn Competence Managers
 Communities of Practice, professional growth, mentoring, motivation.
Speciality
Coaches
Outimprove
Improvement Champion
 End-to-end flow responsible (“processes”) and waste identification.
 Organizational improvement and global metrics. Based on
Competence Managers and Scrum Masters feedback (bottom-up).
Scrum
Masters
Product
CEO and Product Managers
 Project Portfolio prioritization and teams workload limitation,
based in their capacity.
Product
Owners
CAS 2014 24
Agile team
A fractal in the high level Agile Management team
Product
Owner
Scrum
Master
Product
Champion
Cross functional development & operations team
Development Q/A OperationsUX Customer care
Improvement
Champion
Growths a high performance
team, who share objectives (an
strategy/roadmap guided by
business value) and that regularly
reflects on.
Collaboration at all
levels !!!
(Competence Managers)
Competence
Manager
Competence
Manager
Competence
Manager
Competence
Manager
Competence
Manager
CAS 2014 25
Agile Manager characteristics
Teaches
Mentors, develops and grows people in competences, doing “craft teaching”.
Coaches by actively listening and making people thing by asking questions.10
Gives example1 Specially in meetings (positively). Signals when there is not collaboration-sharing-help.
Protects the Organization form behaviors that puts “the tribe” under risk.
Motivates2 people to create commitment, increase creativity and performance, is inspirational and
creates a motivating work environment.
Visions3 at a long term, creates an strategy guided by business objectives, jointly with his team.
Designs4
the Organization. Creates Cells formed by cross-functional and stable teams,
constituted by people that complement each other.
Empowers5 self-organized teams to take decisions, given boundaries and constraints, (“the team
knows the problems”) and establishes directives to guide/align.
Facilitates6 Removes organizational impediments in order to help cells flow.
Connects7 Identifies people “of the trenches” that should talk directly.
Walks8 to the place where work is done, to directly know the reality, problems and worries.
Reflects9
on how to improve the system, regularly, with his team. Creates a safe environment
for making proposals and improvements.
With your people, “tribal”
CAS 2014 26
Best Manager award - Google
Your bosses
respects you
You do incredible
things for your clients
Your people
loves you
CAS 2013 27
Questions
everis.com
IT Government
Technology BU

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[en] Agile Management is different - CAS2014

  • 1. 1 Xavier Albaladejo CAS2014 - Agile Spain Conference - December 2014 Agile Management is different v1.2
  • 2. CAS 2014 2 Speaker Bio & Company Information  Xavier Albaladejo is Agile-Lean Coach on organizational transformation and member of everis Agile Excellence Center. He helps large organizations to bring more value, faster and efficiently, using Agile and Lean principles.  Xavier Albaladejo coordinates a Postgraduate on Agile methods in La Salle, he is Certified Scrum Practitioner, founder of proyectosagiles.org, Agile Barcelona and member of Agile Spain Board of Directors. insert photo AGILE EXCELLENCE CENTER IT Government – Technology BU PMA Postgrado en Métodos Ágiles
  • 5. CAS 2014 5  Different context Traditional  Reduced competition  Mass/chain production  Lengthy product cycles  Push the product in the market Agile  Competitive markets  Fast product cycles  Adapt to the demand  Fast feedback and innovation  Short productions Principles and Culture
  • 6. CAS 2014 6 Principles and Culture  Different productive models Traditional  Complicated  Repeatable  Predictive  industrialization Agile  Complex  Uncertainty  Adaptability  Learning  Improving < It is unusual to repeat a work
  • 7. CAS 2014 7 Major success and productivity factors 1 People competence 2 Team cohesion Main factors 4 Experience and knowledge in similar projects 5 Middle Management style 6 People motivation See full study in http://www.slideshare.net/xalbaladejo/en-cas2013-agile-lean-organization-and-productivity-improvement-frameworkv30 3 Technical / product complexity Focus in learning, improvement, growth. Competitive advantage! Repeat projects of same type Intrinsic motivation!. Organizational facilitator, teamwork. Stable teams by product line or client type. “Cells”
  • 8. CAS 2014 8 Principles and Culture  Employees Agile People  ¡Think, emotions! Knowledge workers, “creators” Traditional “Resources” Easy to change “pieces”
  • 9. CAS 2014 9 Profit 3 Principles and Culture  In Agile employees motivation is fundamental. Satisfied clients Service quality is proportional to employees “quality” and satisfaction 2Motivated employees Without employees there are no products nor services, they are who generate value 1
  • 10. CAS 2014 10 Principles and Culture  Indirect management vs know the place where work is done. Agile - Lean Go to see & listen to the “trenches” to understand problems and worries Traditional Office mgmt, indicators, conversation with direct line of reporting <
  • 11. CAS 2014 11 Principles and Culture  Conformance to standards vs all people seek for improvements. Traditional Stable processes, created by specialists. Penalties to people who don’t follow the rules Agile Empowerment & System Ownership to bottom-up improvement of standards Don’ look for guilty people, but on how to improve the process Safe environment to challenge status-quo
  • 12. CAS 2014 12 Principles and Culture  Command & Control vs self-organization and service to teams. Traditional Command & Control. Micro-management. GROUP Agile TEAM Thinking together. Self-organization. Management as servant leaders.
  • 13. CAS 2014 13 Principles and Culture  Organization. Departments vs cells. Traditional Programming TestingAnaly sis Dev Ops Departaments Own projects (and budget), knowledge silos. Pooling & proxies, capacity, assignments Programming TestingAnaly sis Dev Ops Cell N Cell 1 Cell 2 Agile Competences Lifecycle and projects are cell-contained. Stable, cross-functional teams, face to face See the whole model in http://www.slideshare.net/xalbaladejo/en-cas2013-agile-lean-organization-and-productivity-improvement-frameworkv30 End to end
  • 14. CAS 2014 14 We’ve seen that Principles are different Let’s talk on different Agile Management http://www.jokeroo.com/pictures/funny/884904.html
  • 15. CAS 2014 15 ¿What is the purpose of an organization?
  • 16. CAS 2014 16 Create the context To achieve: Organization purpose Good products or services1  Cells that “run”: 1 - fast 2 - efficiently 2 … so winning the Time To Market race and quickly incorporating market feedback
  • 17. CAS 2014 17  You should not feel the organization.  Whatever you do in efficiency should not slow down cells. The organization should be a help, not an impediment Organization purpose
  • 18. CAS 2014 18 Who are the “clients” of an Agile Manager?
  • 19. CAS 2014 19 Programming TestingAnaly sis People from their competence area (that are part of cells). Competence areas Testing Competence Manager Cells that implement the organization strategy (they produce the value and must “run” fast). Cell N Cell 1 Cell 2 Agile Manager clients
  • 20. CAS 2014 20 Do you know what is a core team?  Infrastructure team: creates context for teams to flow faster, making the infrastructure seamless.
  • 21. CAS 2014 21 Managers as a “Core” team Management must be a facilitator at an organizational level  Removes organizational impediments to improve end to end flow.  Creates & improves the context in order to help cells to flow.  Identifies people “in the trenches” that should talk directly. Management works on organization seamless
  • 22. CAS 2014 22 Agile Manager responsibilities “Shaping the context” takes time Traditional Strategy People Operative Micro-management and intra-team coordination, among departments, capacity management, assignments. Collapsed management that benumbs projects. Organization Culture Strategy and improvements People growth and motivation Operative Organization, structure and teams Culture Agile Management removes organizational impediments in the value flow All aspects need a lot of Go see and listen to the trenches
  • 23. CAS 2014 23 Agile Managers types and responsibilities Responsibility Organizational responsible Operative The following areas are responsibility of all people in the company… … but it is still important to have ultimate explicit responsibilities. Culture and Organization Especially Middle Management.  Hire people with the right idiosyncrasy.  Organization and cell design, motivating work environment.  Identify and connect people that should talk directly. Scrum Masters Outlearn Competence Managers  Communities of Practice, professional growth, mentoring, motivation. Speciality Coaches Outimprove Improvement Champion  End-to-end flow responsible (“processes”) and waste identification.  Organizational improvement and global metrics. Based on Competence Managers and Scrum Masters feedback (bottom-up). Scrum Masters Product CEO and Product Managers  Project Portfolio prioritization and teams workload limitation, based in their capacity. Product Owners
  • 24. CAS 2014 24 Agile team A fractal in the high level Agile Management team Product Owner Scrum Master Product Champion Cross functional development & operations team Development Q/A OperationsUX Customer care Improvement Champion Growths a high performance team, who share objectives (an strategy/roadmap guided by business value) and that regularly reflects on. Collaboration at all levels !!! (Competence Managers) Competence Manager Competence Manager Competence Manager Competence Manager Competence Manager
  • 25. CAS 2014 25 Agile Manager characteristics Teaches Mentors, develops and grows people in competences, doing “craft teaching”. Coaches by actively listening and making people thing by asking questions.10 Gives example1 Specially in meetings (positively). Signals when there is not collaboration-sharing-help. Protects the Organization form behaviors that puts “the tribe” under risk. Motivates2 people to create commitment, increase creativity and performance, is inspirational and creates a motivating work environment. Visions3 at a long term, creates an strategy guided by business objectives, jointly with his team. Designs4 the Organization. Creates Cells formed by cross-functional and stable teams, constituted by people that complement each other. Empowers5 self-organized teams to take decisions, given boundaries and constraints, (“the team knows the problems”) and establishes directives to guide/align. Facilitates6 Removes organizational impediments in order to help cells flow. Connects7 Identifies people “of the trenches” that should talk directly. Walks8 to the place where work is done, to directly know the reality, problems and worries. Reflects9 on how to improve the system, regularly, with his team. Creates a safe environment for making proposals and improvements. With your people, “tribal”
  • 26. CAS 2014 26 Best Manager award - Google Your bosses respects you You do incredible things for your clients Your people loves you