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What Is Agile Management?
Jurgen Appelo version 3
Jurgen Appelo
writer, speaker,
entrepreneur...
www.jurgenappelo.com
Let’s begin at the
beginning...
Computer Programming
Software Engineering
Agile Development
1950
1960
1970
1980
1990
2000
2010
The traditional way of
looking at projects
Split Cost (Resources) in People and Tools
Split Scope in Functionality and Quality (suggestion: Scott Ambler)
Add a dimension for Process (suggestion: Alistair Cockburn)
Add a dimension for (Business) Value (suggestion: Jim Highsmith)
http://www.ambysoft.com/essays/brokenTriangle.html
http://alistair.cockburn.us/index.php/Process:_the_fourth_dimension
http://blog.cutter.com/2009/08/10/beyond-scope-schedule-and-cost-measuring-agile-performance/
Some new insights
from Agile gurus
1. Value
2. People
3. Functionality
4. Quality
5. Tools
6. Time
7. Process
And we get...
the 7 dimensions
of software
projects
So, what does it
mean to be Agile?
Value
embracing change
feedback
frequent delivery
value streams
value mappingprioritization
increments
Example:
writing a blog to
find value through
feedback
People
interaction
collaborationsmall teams
cross-functional
colocation
self-organization
trust
accountability
respect
Example:
using social networks
to nurture interaction
Functionality
customer involvement
backlogs
user stories
acceptance criteria
minimal marketable features
user demos
“inch-deep, mile-wide”
Example:
writing a book proposal
as a backlog of topics
Quality
technical excellence
test-driven development
pair programming
definition of done
refactoring
emergent design
simplicity
Example:
using checklists as a
Definition of Done
Tools
daily builds
continuous integration
automated testing
open offices
task boards
burn charts
version control
Example:
Using simple tools that fit the worker
Time
timeboxes
iterations
sprints
potentially shippable products
rolling wave planning
sustainable pace
release planning
Example:
writing in a timebox
to a deadline
Process
stand-up meetings
planning poker
velocity
spikes
collective code ownership
retrospectives
sprint planning
Example:
Figuring out a permission requests process
Result:
A product created
in a (more or less)
Agile way
So, how is the rest of the
world handling Agile?
http://www.versionone.com/state_of_agile_development_survey/10/
http://www.versionone.com/state_of_agile_development_survey/10/
http://www.versionone.com/state_of_agile_development_survey/10/
Managing Changing Priorities1.
Improved Project Visibility2.
Improved Team Morale3.
Accelerated Time to Market4.
Increased Productivity5.
Enhanced Software Quality6.
Simplified Development Process7.
Reduced Risk8.
http://www.versionone.com/state_of_agile_development_survey/10/
http://www.versionone.com/state_of_agile_development_survey/10/
So, what should
managers do to be Agile?
Manage like a gardener
The Management 3.0 Model
View #1: Energize People
People are the most important parts of an
organization and managers must do all they can
to keep people active, creative, and motivated.
10 Intrinsic Desires
Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism / Purpose The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence / Mastery The need to feel capable
Organize one-on-one meetings
Organize 360 degree evaluations meetings
View #2: Empower Teams
Teams can self-organize, and this requires
empowerment, authorization, and trust from
management.
Tell:1. make decision as the manager
Sell:2. convince people about decision
Consult:3. get input from team before decision
Join:4. make decision together with team
Advise:5. influence decision made by the team
Confirm:6. ask feedback after decision by team
Delegate:7. no influence, let team work it out
Use the Seven Levels of Authority
Create an authority board
View #3: Align Constraints
Self-organization can lead to anything, and it’s
therefore necessary to protect people and
shared resources, and to give people a clear
purpose and defined goals.
Manage emergent and higher goals
Do not use targets and
financial/extrinsic motivation
View #4: Develop Competence
Teams cannot achieve their goals if team
members aren’t capable enough, and managers
must therefore contribute to the development
of competence.
1. Self-Development
2. Coaching & Mentoring
3. Training & Certification
4. Culture & Socialization
5. Tools & Infrastructure
6. Supervision & Control
7. Management
Use 7 approaches to competency
1. Time
2. People
3. Tools
4. Functionality
5. Quality
6. Process
7. Value
1.Individuals
2.Teams
3.Departments
4.BusinessUnits
5.Organization
Prevent sub-
optimization
through metrics
View #5: Grow Structure
Many teams operate within the context of a
complex organization, and thus it is important to
consider structures that enhance
communication .
Manage the workplace as a network
Make people’s jobs dynamic
View #6: Improve Everything
People, teams, and organizations need to
improve continuously to defer failure for as long
as possible.
Apply 3 three drivers of improvement
Apply nonlinear improvement
1, 3, 5
Kaizen
Gradual improvement
2, 4
Kaikaku
Radical improvement
The Management 3.0 Model
OK, maybe that was all
a bit too much...
Just remember these
2 key takeways...
A software team is a self-organizing system
Support it, don’t obstruct it
Agile managers work the system around
the team, not the people in the team
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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