Manager's role in an agile implementation
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My lightning talk at Agile Israel 2016, 22-June. In many agile implementations (be it scrum or something else) middle managers are feeling lost: before the implementation they were the center of events, they were the ones telling other people what to do and now suddenly there is this "self organized teams" and they are requested to take a step back. The purpose of this presentation is to show the things a manager should do in her new role. This is regardless of other roles she might be playing.
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Agile is not a methodology it is just a list of values and practices, described in Agile Manifesto.
You may easily find a list of Agile Frameworks such as Scrum, XP, Crystal Clear and others.
It may sounds strange, but they still are not a methodology.
Methodology is their implementation, which works for context it was created.
Unfortunately, Agile implementations sometimes have a blind spot.
You may easily start using Agile practices but without accompaniment mindset they most likely not work.
And what does "Agile mindset" actually mean?
Adopting Agile in the Enterprise - Pillar Technology
Mike Cottmeyer presented on adopting agile in the enterprise. He discussed that agile teams are foundational to building agile organizations and coordinating multiple teams working on shared objectives is the core challenge. Adopting agile in the enterprise is a systematic and incremental learning process that starts with individual agile teams and expands to include programs, portfolios, and the entire enterprise over time. Building organizations around teams, capabilities, and optimizing throughput across teams are important principles for adopting agile at an enterprise level.
Becoming an Agile Manager (bay scrum, 10.24.13)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Practical application of scrum final
This document provides an overview of agile development and the Scrum framework. It discusses the origins and principles of agile, defines the Scrum roles and artifacts, and outlines the Scrum process. The presentation also shares lessons learned from practical application, including the importance of people skills, structure, and getting started with an emphasis on having fun and exploring an agile approach.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Project Management in Agile Organizations - The Project Managers Role
1. In agile project management, traditional project manager responsibilities are distributed among roles like the ScrumMaster, Product Owner, and development team, rather than a single project manager.
2. The Product Owner is responsible for deciding what work will be done and managing the product backlog to maximize value.
3. The ScrumMaster ensures that the Scrum team adheres to Scrum processes and helps optimize interactions with outside stakeholders.
4. There are four scenarios showing different organizational structures and the project manager's potential functions in relation to the Scrum team, Product Owner, and stakeholders.
Agile Is Hard (AgileCampSV 2014)
Almost no one on software teams believes in waterfall any longer. That's what we learned from the surveys we took in the course of authoring The 2013 Study of Product Team Performance.
But that doesn't make agile a magic pill.
Mike Cohn notes, "Becoming agile is hard. It is harder than most other organizational change efforts I've witnessed or been part of [for reasons] including the need to change from the top-down and bottom-up simultaneously, the impossibility of knowing exactly what the end state will look like, the dramatic and pervasive changes caused by Scrum, the difficulty adding more change on top of all that is already occurring, and the need to avoid turning Scrum into a list of best practices."
How do we get beyond that?
Glossing over the reality that agile is hard leads us to ignore the very things we need to address to succeed.
On the other hand, acknowledging that agile is hard lets us focus on the challenges that have been preventing us from becoming high performance teams.
This session combines a presentation, a panel and some shared thinking to move beyond how simple agile seems - to what in fact makes agile transformations hard - to how we can face down those challenges to achieve agile's promise.
Expected Takeaways (outcome) for Audience *
For those just starting agile transformations: a heads-up that implementing practices only goes so far.
For those well into agile but struggling, a sense they're not alone.
For all of us, a window into how to get to where we want to go.
12 take aways - managing the unmanageable
Silicon Valley Code Camp presentation, October 2013, drawing 12 of the top actionable take-aways for managing programmers and programming teams, from the book, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, by Mickey W. Mantle and Ron Lichty.
Extreme Personas – Innovate through User Experience
I was given a tour at a client’s office. My eyes caught beautifully drawn user profiles hanging on the wall next to one of the software teams. “What are those?” I asked my guide, the development manager. “Don’t worry about it, Pavel. It is some marketing crap,” he replied – that team apparently didn’t use them. We learned that personas are an important technique to get your teams to think of the end users, but that team found them boring and impractical. As in many other organizations, the user profiles were generic pseudo-people no one cared about. What if instead of having a boring 'Senior Citizen' persona we talked about Jacob Zuma, and instead of a ‘Young Mom' we imagined Kim Kardashian? Extreme personas help us innovate and give us a new thinking angle.
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Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron Lichty
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Adopting Agile in the Enterprise - Pillar Technology
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If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Neo4j - Product Vision and Knowledge Graphs - GraphSummit Paris
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Manager's role in an agile implementation
- 1. The tragedy and renaissance of middle managers in agile implementation Agile Israel 2016 Lightning Talk Yaki Koren yaki@agilesparks.com
- 2. wikipedia Meet Itsik, a middle manager in a big organization. He is somewhere in the middle between dev teams and high VPs. He is OK with his job, he’s used to it. He doesn’t have time to do other things, he is under constant stress, but he is used to it
- 3. wikipedia Itsik is in a central position. He tells his teams what to do. They ask him for directions. Morning, noon, evening and night they ask him. Also his managers ask him about the status of things. When will this be ready, Itsik? What about this, Itsik? All through the week and sometimes during the week end. What about this, Itsik? He is used to it
- 4. flickr Itsik hears the word Agile in the corridors of the organization. He heard it once. He even read something about it which he didn’t fully understand
- 5. wikipedia He joins a management workshop. There he learns about agile. He starts to feel uncomfortable. He looks around him at the other people
- 6. wikipedia Developers are emancipated. They are happy. They are told they will manage themselves. But what about Itsik?
- 7. wikipedia Team leaders and experts are happy. Some of them become scrum masters. Some become Product Owners. They get new titles and training. But what about Itsik?
- 8. thomryng.com His boss is happy. He gets higher quality and higher throughput. But what about Itsik?
- 9. wikipedia What about Itsik? What will he do?
- 10. www.rainbowskill.com He can wear the mask of agile but continue to do things as he is used to. But how long will it last? No, this is not good
- 11. userscontent2.emaze.com Itsik decides to be bold. Itsik decides to take the new road. He understands he needs to forget many things that brought him where he is and to bring back things he had long forgotten
- 12. pinterest.com He will lead the change! He is right there in the right place. He will be there to support them at this change
- 13. www.pinterest.com He will be the gardener. He will nurture the people, coach them, mentor them
- 14. www.pinterest.com He will help them build the right processes. He will remove obstacles using his knowledge and position in the organization. He will be the one asking the teams if they didn’t take too much at the planning session
- 15. thisisagenericurl.wordpress.com Itsik will help build trust. Trust is driven by agile and supports agile. Working in an environment of trust is a whole different game
- 16. fineartamerica.com He will remind the people about the joy of building things right. Instead of telling them that something should be ready today he will ask if it is good enough or do they need more time
- 17. A few months go by…
- 18. publicdomainreview.org Look what happened! Working with happier people makes you happy. Itsik even has time to play the guitar
- 19. How time flies…
- 20. historymedren.about.com After a year or so the organization respects Itsik’s role in the change and he is promoted!
- 21. flavorwire.com To do this Itsik had to be born anew, in a sense. To learn how to see things like a child, to accept new truths
- 22. Lead the Change Nurture and Cultivate Remove Obstacles Build processes and systems BE HAPPY
Editor's Notes
- But what about Itsik? What is his place? What should he do about it?
- Lead the change
- Go back to doing thing right, enjoying your craft