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What Is Agile Management?
The document discusses Agile management and provides an overview of its key principles and practices. It defines Agile as valuing customer involvement, frequent delivery of working software, collaboration, and responding to change. The document outlines the seven dimensions of software projects including value, people, functionality, quality, tools, time, and process. It then discusses how Agile managers should energize people, empower teams, align constraints, develop competence, grow structure, and continuously improve using a model of Agile management.
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What Is Agile Management?
- 1. What Is AgileManagement? Jurgen Appelo version 3
- 2.
- 3. Let’s begin atthe beginning...
- 4. Computer Programming Software Engineering AgileDevelopment 1950 1960 1970 1980 1990 2000 2010
- 5. The traditional wayof looking at projects
- 6. 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
- 7. 1. Value 2. People 3.Functionality 4. Quality 5. Tools 6. Time 7. Process And we get... the 7 dimensions of software projects
- 8. So, what doesit mean to be Agile?
- 9. Value embracing change feedback frequent delivery valuestreams value mappingprioritization increments
- 10. Example: writing a blogto find value through feedback
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- 12. Example: using social networks tonurture interaction
- 13. Functionality customer involvement backlogs user stories acceptancecriteria minimal marketable features user demos “inch-deep, mile-wide”
- 14. Example: writing a bookproposal as a backlog of topics
- 15. Quality technical excellence test-driven development pairprogramming definition of done refactoring emergent design simplicity
- 16. Example: using checklists asa Definition of Done
- 17. Tools daily builds continuous integration automatedtesting open offices task boards burn charts version control
- 18. Example: Using simple toolsthat fit the worker
- 19. Time timeboxes iterations sprints potentially shippable products rollingwave planning sustainable pace release planning
- 20. Example: writing in atimebox to a deadline
- 21. Process stand-up meetings planning poker velocity spikes collectivecode ownership retrospectives sprint planning
- 22. Example: Figuring out apermission requests process
- 23. Result: A product created ina (more or less) Agile way
- 24. So, how isthe rest of the world handling Agile?
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- 27. http://www.versionone.com/state_of_agile_development_survey/10/ Managing Changing Priorities1. ImprovedProject Visibility2. Improved Team Morale3. Accelerated Time to Market4. Increased Productivity5. Enhanced Software Quality6. Simplified Development Process7. Reduced Risk8.
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- 30. So, what should managersdo to be Agile?
- 31. Manage like agardener
- 32. The Management 3.0Model
- 33. View #1: EnergizePeople People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated.
- 34. 10 Intrinsic Desires AcceptanceThe 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
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- 36. Organize 360 degreeevaluations meetings
- 37. View #2: EmpowerTeams Teams can self-organize, and this requires empowerment, authorization, and trust from management.
- 38. Tell:1. make decisionas 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
- 39. Create an authorityboard
- 40. View #3: AlignConstraints 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.
- 41. Manage emergent andhigher goals
- 42. Do not usetargets and financial/extrinsic motivation
- 43. View #4: DevelopCompetence Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence.
- 44. 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
- 45. 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
- 46. View #5: GrowStructure Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication .
- 47. Manage the workplaceas a network
- 48. Make people’s jobsdynamic
- 49. View #6: ImproveEverything People, teams, and organizations need to improve continuously to defer failure for as long as possible.
- 50. Apply 3 threedrivers of improvement
- 51. Apply nonlinear improvement 1,3, 5 Kaizen Gradual improvement 2, 4 Kaikaku Radical improvement
- 52. The Management 3.0Model
- 53. OK, maybe thatwas all a bit too much... Just remember these 2 key takeways...
- 54. A software teamis a self-organizing system Support it, don’t obstruct it
- 55. Agile managers workthe system around the team, not the people in the team
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- 58. 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.