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Checklist for the Agile Manager
Jurgen Appelo
http://www.noop.nl
version 3
photo by Randy son of Robert
Jurgen Appelo
writer, speaker,
trainer, entrepreneur...
www.jurgenappelo.com
photo by blumpy
disclaimer: this is a...
(I sometimes change my opinion)
The Checklist
Reduce Risk
Measure Performance
Evaluate Feedback
Acquire Knowledge
Manage Uncertainty
Evolve Practices
Motivate People
Empower Teams
Align Results
Optimize Communication
Enforce Discipline
Restrain Growth
photo by richjensen
inspired by…
#1
Motivate People
extrinsic motivation
doesn’t work that well
photo by AMagill
diversity
brings robustness and flexibilityphoto by woodleywonderworks
what motivates one
demotivates another
photo by Balaji Dutt
motivating people is NOT the same
as NOT demotivating people
1. Do you know what is expected of you at work?
2. Do you have the materials you need to do your work right?
3. Do you get the opportunity to do what you do best every day?
4. Did someone recently give you recognition or praise for doing good work?
5. Do your colleagues seem to care about you as a person?
6. Are you encouraged to work on your (self-)development?
7. Do people make your opinion count?
8. Do you feel that your job is important?
9. Are your colleagues committed to doing quality work?
10.Do you (or would you like to) consider some colleagues as friends?
11.Does someone care about the progress of your work?
12.Are you given the opportunity (time/resources) to learn and grow?
(from: First, Break All the Rules, Marcus Buckingham)
12 Questions for Team Members
#2
Empower Teamsphoto by Elvire.R.
“For example, an ant colony, the brain, the
immune system, a Scrum team, and
New York City, are self-organizing systems.”
- Ken Schwaber
Agile Software Development with Scrum
self-organization
no manager
photo by judepics
photo by striatic
agile managers are invisible
they act as a mirror
“How did you try to solve the problem?”
photo by Amir K.
make yourself not needed
(when you succeed you will be priceless)
The only way to make
yourself indispensable
is to make yourself
dispensable.
(John C. Maxwell)
#3
Align Resultsphoto by The Wandering Angel
self-organization
this was the result of…
photo by hive
photo by Mike Licht
and this too…
unaligned self-organizationphoto by aviplot
aligned self-organizationphoto by john w
photo by WordRidden
The Law of Requisite Variety:
a system can only be controlled
by a more complex system
photo by marcn
The Path and the Fence: Lead and Rule
photo by sonictk
lead
rule
To be a leader is not the next step for managers
It is the manager's job to give room to leaders
ordered complex chaotic
empowerment alignment
ordered organizations need empowerment
chaotic organizations need alignment
The Edge of Chaos
Optimize Communication
#4
photo by foxypar4
Functional Teams, Line Organization
Cross-Functional Teams, Line Organization
Cross-Functional Teams, Matrix Organization
#5
Enforce Disciplinephoto by kaibara87
photo by anna pearson
other people’s behavior must be
predictable
The discipline stack...
1. Self (self-discipline)
2. Coach (teaching from master)
3. Peers (warnings from equals)
4. Signals (steering by infrastructure)
5. Supervisor (a guy walking around)
6. Manager (me, cleaning up the s**t)
The higher in this hierarchy discipline
is achieved, the better.
#6
Restrain Growthphoto by mountainamoeba
photo by **Maurice**
Parkinson’s Law
organizations tend to get bigger
Cope’s Rule
species tend to get biggerimage by Bogdanov
Prevent systems from growing...
1. Limit input and output (keep it simple)
2. Reduce complexity (remove waste)
3. Clean up regularly (refactoring)
4. Make resources scarce (small budgets)
5. Keep backlog filled (plenty of work)
#7
Reduce Riskphoto by rednuht
photo by Aaron Escobar
Self-Organized Criticality
a critical state of high riskphoto by lrargerich
#8
Measure Performancephoto by xmatt
How to measure performance
in a multi-project environment?
Project A Project B Project C Total
€ 100000 € 20000 €50000
+20% -30% +10%
10% 20% 5%
5% 30% 0%
0% 40% 25%
+2000 -1200 +250
+1000 -1800 0
0 -2400 +1250
+1050
-800
-1150
X
Y
Z
Budget:
Overrun:
The Tragedy of the Commons:
using shared resources
photo by ojbyrne
optimize the whole
optimize the whole
= manage shared resources
#9
Evaluate Feedbackphoto by JasonRogers
photo by laffy4k
one-on-ones
• news & rumors
• status & progress
• obstacles & help
• personal development
#10
Acquire Knowledgephoto by procsilas
give time, give resources, check progress
agilists assume craftsmanship
only few people pursue craftsmanship
photo by ClintJCL
#11
Manage Uncertaintyphoto by rednuht
The Butterfly Effect
small variations, big impactphoto by Hamed Saber
photo by DavidHR
be prepared for things you did not expect
make people comfortable with change
Adaptation to change…
#12
Evolve Practicesphoto by Hulagway
“It takes all the
running you can do,
to keep in the
same place.”
- Louis Carroll
Through the Looking Glass
The Red Queen Effect
photo by Sukanto Debnath
genotype (genes)
phenotype (body)
PDCA QIP AIM Pr2imer CPI-7
1. Determine Problems Plan Understand Assess Analysis Managing
2. Set Goals Set Goals Analyze Target Targets
3. Define Metrics Plan
4. Identify
Improvements
Act Choose Improve Analyzing
5. Implement
Improvements
Pilot Improving
6. Execute Processes
(implicit)
Do Execute -- -- --
7. Check
Measurements
Check Analyze Metricate -- Managing
process
improvement
mutation
experiment with new practicesphoto by Ramona Forcella
horizontal transfer
copy some practices from other sourcesphoto by V 2
crossover
photo by Kevin N. Murphy
mix all practices from two sources
The Checklist
Reduce Risk
Measure Performance
Evaluate Feedback
Acquire Knowledge
Manage Uncertainty
Evolve Practices
Motivate People
Empower Teams
Align Results
Optimize Communication
Enforce Discipline
Restrain Growth
picture by -bast-
Thanks, I hope to
have inspired you!
Q & A
m30.me/happiness
@jurgenappelo
slideshare.net/jurgenappelo
noop.nl
linkedin.com/in/jurgenappelo
jurgen@noop.nl
http://creativecommons.org/licenses/by-nd/3.0/
This presentation was inspired by the works of many people, and
I cannot possibly list them all. Though I did my very best to attribute
all authors of texts and images, and to recognize any copyrights, if
you think that anything in this presentation should be changed,
added or removed, please contact me at jurgen@noop.nl.

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Editor's Notes

  1. AGILISTS, PROJECT MANAGERS The things that motivate people are not the same as the things that demotivate them. If you take away everything that demotivates a person, then that doesn’t mean that he will be motivated.