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Checklist for the Agile Manager
This document outlines a checklist for agile managers by Jurgen Appelo, focusing on key areas such as motivating teams, empowering self-organization, aligning results, and managing uncertainty. The checklist emphasizes the importance of communication, discipline, and adapting practices to enhance team performance. Additionally, it features reflective questions for team members to assess their work environment and development opportunities.
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Checklist for the Agile Manager
- 1. Checklist for theAgile Manager Jurgen Appelo http://www.noop.nl version 3 photo by Randy son of Robert
- 2. Jurgen Appelo writer, speaker, trainer,entrepreneur... www.jurgenappelo.com
- 3. photo by blumpy disclaimer:this is a... (I sometimes change my opinion)
- 4. The Checklist Reduce Risk MeasurePerformance Evaluate Feedback Acquire Knowledge Manage Uncertainty Evolve Practices Motivate People Empower Teams Align Results Optimize Communication Enforce Discipline Restrain Growth photo by richjensen
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- 7. extrinsic motivation doesn’t workthat well photo by AMagill
- 8. diversity brings robustness andflexibilityphoto by woodleywonderworks
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- 10. photo by BalajiDutt motivating people is NOT the same as NOT demotivating people
- 11. 1. Do youknow 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
- 13. #2 Empower Teamsphoto byElvire.R.
- 14. “For example, anant colony, the brain, the immune system, a Scrum team, and New York City, are self-organizing systems.” - Ken Schwaber Agile Software Development with Scrum
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- 16. photo by striatic agilemanagers are invisible they act as a mirror “How did you try to solve the problem?”
- 17. photo by AmirK. 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)
- 18. #3 Align Resultsphoto byThe Wandering Angel
- 19. self-organization this was theresult of… photo by hive
- 20. photo by MikeLicht and this too…
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- 23. photo by WordRidden TheLaw of Requisite Variety: a system can only be controlled by a more complex system
- 24. photo by marcn ThePath and the Fence: Lead and Rule
- 25. photo by sonictk lead rule Tobe a leader is not the next step for managers It is the manager's job to give room to leaders
- 26. ordered complex chaotic empowermentalignment ordered organizations need empowerment chaotic organizations need alignment The Edge of Chaos
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- 28. Functional Teams, LineOrganization
- 29. Cross-Functional Teams, LineOrganization
- 30. Cross-Functional Teams, MatrixOrganization
- 31. #5 Enforce Disciplinephoto bykaibara87
- 32. photo by annapearson other people’s behavior must be predictable
- 33. 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.
- 34. #6 Restrain Growthphoto bymountainamoeba
- 35. photo by **Maurice** Parkinson’sLaw organizations tend to get bigger
- 36. Cope’s Rule species tendto get biggerimage by Bogdanov
- 37. Prevent systems fromgrowing... 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)
- 38. #7 Reduce Riskphoto byrednuht
- 39. photo by AaronEscobar
- 40. Self-Organized Criticality a criticalstate of high riskphoto by lrargerich
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- 42. How to measureperformance in a multi-project environment?
- 43. Project A ProjectB 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:
- 44. The Tragedy ofthe Commons: using shared resources photo by ojbyrne
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- 46. optimize the whole =manage shared resources
- 47. #9 Evaluate Feedbackphoto byJasonRogers
- 48. photo by laffy4k one-on-ones •news & rumors • status & progress • obstacles & help • personal development
- 49. #10 Acquire Knowledgephoto byprocsilas
- 50. give time, giveresources, check progress agilists assume craftsmanship only few people pursue craftsmanship photo by ClintJCL
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- 52. The Butterfly Effect smallvariations, big impactphoto by Hamed Saber
- 53. photo by DavidHR beprepared for things you did not expect
- 54. make people comfortablewith change
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- 57. #12 Evolve Practicesphoto byHulagway
- 58. “It takes allthe running you can do, to keep in the same place.” - Louis Carroll Through the Looking Glass The Red Queen Effect
- 59. photo by SukantoDebnath genotype (genes) phenotype (body)
- 60. PDCA QIP AIMPr2imer 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
- 61. mutation experiment with newpracticesphoto by Ramona Forcella
- 62. horizontal transfer copy somepractices from other sourcesphoto by V 2
- 63. crossover photo by KevinN. Murphy mix all practices from two sources
- 64. The Checklist Reduce Risk MeasurePerformance Evaluate Feedback Acquire Knowledge Manage Uncertainty Evolve Practices Motivate People Empower Teams Align Results Optimize Communication Enforce Discipline Restrain Growth
- 65. picture by -bast- Thanks,I hope to have inspired you! Q & A
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- 68. http://creativecommons.org/licenses/by-nd/3.0/ This presentation wasinspired 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.
Editor's Notes
- #10 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.