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Managing agile teams v1
This document discusses managing agile teams. It summarizes that according to the Agile Manifesto, individuals and interactions should be valued over processes and tools, business people and developers must work together daily, and teams should be self-organizing and motivated. Effective agile teams have skills not roles, limit work in progress, have standing teams, embrace failure and experimentation, and value collaboration, craftsmanship, curiosity, diversity, and psychological safety. The document advocates for empowering teams with authority, autonomy, and trust rather than overly controlling them. Managers should act as servants and resources to teams rather than commanders, get out of the way, and let those doing the work design it.
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Managing agile teams v1
- 1. Managing Agile Teams RobEngland (and Dr Cherry Vu) tealunicorn.com recording
- 2. What got you here …wontget you there
- 3. Achieving transformation implementation advancement While “losingcontrol” is one of the biggest fears in management, “having control” is one of the biggest illusions - Bjarte Bogsnes Change the governance to change the management to change the conditions to change the system to change the work to change the behaviour to change the culture. What is the main CSF in advancing to new ways of working?
- 4. Agile Manifesto What doesthe Manifesto say about teams? • Individuals and interactions over processes and tools • Business people and developers must work together daily • Motivated individuals • Give them the environment and support they need • Trust them to get the job done • Self organising
- 5. Plus… We would generallyagree that Agile teams also… • Skills not roles • Fluidity of work • Limit WIP • Standing teams • Failure and experiment • Visualise work • Collaboration • Pride in craft • Curiosity • Diversity and inclusion • Psychological safety • Humanistics
- 6. People need • A senseof physical place where they belong. • A tribe they belong to, camaraderie. • A squad they work with, small enough to form a team. • Emotional connection with people around them. • A feeling of safety and security. • A sense of control in their own lives, empowerment. • A sense of fulfilment and value.
- 7. "A bad systemwill beat a good person every time.” - W. Edwards Deming Unreasonable systems make unreasonable people
- 8. “Manager” Someone who isgiven an outcome, and the authority to organise people and resources to get it done.
- 9. What Agile teamsneed • Empowerment, authority • Motivation, invitation • Autonomy, freedom • Support, resources • Treated like adult humans • Trust
- 10. New Ways ofManaging
- 11. Hierarchal flow ofwork 12
- 12. Empowered flow ofwork 13
- 13. Managers don’t knowthe answers • Humility • Vulnerability • Empathy • Go to the gemba • Let those doing the work design the work
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- 15. Servant leader 16 Leaders eatlast. Simon Sinek Do this. What will you do and what do you need? Fix yourself. What do you need fixed? manager
- 16. Flip the hierarchy Management shouldnot be a load and drag on the value work… …it should be a resource and foundation to support it. 17
- 17. Get out ofthe way Do your own damned report
- 18. Project model white space Productmodel funding reporting controls outputs Buffering
- 19.
- 20. Authority = less management Guild Team Proposed model Doing work Managing work Managing people Servant manager Employee care Work needs Personal needs •products andservices •portfolios, programmes: collective backlogs of work •units of work with specified deliverables: projects, initiatives.... •the functions of the organisation: Executive, Training, Finance, Facilities, Security, Audit, Information, IT... The "necessary non-value work" to keep the rest going. what why People needs People’s needs •Recruitment •Development, skills, training, growth •Welfare, pastoral care, protection, rights, ombudsman •Payment, reward •Administration, leave •Deployment, movement, promotion •Performance how •Shu Ha Ri •Coach, ScrumMaster, GuildMaster, trainer •(Management is also work) v4 Managing organisation Managing function Master / coach Scrum master
- 21. What a managerdoes Work manager • Find resources • Money • Space • Guidance • Assistance • Collaboration • Infrastructure • Coaching • Manage demand • Prioritise work • Remove impediments • Air cover • Buffering Personnel manager • Recruit when you can • Recruit for attitude • Embrace diversity • Innoculate culture • Build a human relationship • Provide pastoral care • Work with who you’ve got • Build strengths not weaknesses • Fix the system not the individual • Help people flourish • Provide dignity
- 22. Don’t do restructures Iterate Increment Experiment Explore Reflectregularly Let the people doing the work design the work Work in virtual teams Try new ideas
- 23. Agile Manager Manifesto Wevalue: • Freedom over helplessness • Transparency over exclusivity • Diversity over conformity • Failure over inaction • Values over value
- 24.