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.

1. What Is Agile Management?
Jurgen Appelo version 3

2. Jurgen Appelo
writer, speaker,
entrepreneur...
www.jurgenappelo.com

3. Let’s begin at the
beginning...

4. Computer Programming
Software Engineering
Agile Development
1950
1960
1970
1980
1990
2000
2010

5. The traditional way of
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 does it
mean to be Agile?

9. Value
embracing change
feedback
frequent delivery
value streams
value mappingprioritization
increments

10. Example:
writing a blog to
find value through
feedback

11. People
interaction
collaborationsmall teams
cross-functional
colocation
self-organization
trust
accountability
respect

12. Example:
using social networks
to nurture interaction

13. Functionality
customer involvement
backlogs
user stories
acceptance criteria
minimal marketable features
user demos
“inch-deep, mile-wide”

14. Example:
writing a book proposal
as a backlog of topics

15. Quality
technical excellence
test-driven development
pair programming
definition of done
refactoring
emergent design
simplicity

16. Example:
using checklists as a
Definition of Done

17. Tools
daily builds
continuous integration
automated testing
open offices
task boards
burn charts
version control

18. Example:
Using simple tools that fit the worker

19. Time
timeboxes
iterations
sprints
potentially shippable products
rolling wave planning
sustainable pace
release planning

20. Example:
writing in a timebox
to a deadline

21. Process
stand-up meetings
planning poker
velocity
spikes
collective code ownership
retrospectives
sprint planning

22. Example:
Figuring out a permission requests process

23. Result:
A product created
in a (more or less)
Agile way

24. So, how is the rest of the
world handling Agile?

25. http://www.versionone.com/state_of_agile_development_survey/10/

26. http://www.versionone.com/state_of_agile_development_survey/10/

27. 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.

28. http://www.versionone.com/state_of_agile_development_survey/10/

29. http://www.versionone.com/state_of_agile_development_survey/10/

30. So, what should
managers do to be Agile?

31. Manage like a gardener

32. The Management 3.0 Model

33. 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.

34. 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

35. Organize one-on-one meetings

36. Organize 360 degree evaluations meetings

37. View #2: Empower Teams
Teams can self-organize, and this requires
empowerment, authorization, and trust from
management.

38. 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

39. Create an authority board

40. 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.

41. Manage emergent and higher goals

42. Do not use targets and
financial/extrinsic motivation

43. 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.

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: Grow Structure
Many teams operate within the context of a
complex organization, and thus it is important to
consider structures that enhance
communication .

47. Manage the workplace as a network

48. Make people’s jobs dynamic

49. View #6: Improve Everything
People, teams, and organizations need to
improve continuously to defer failure for as long
as possible.

50. Apply 3 three drivers of improvement

51. Apply nonlinear improvement
1, 3, 5
Kaizen
Gradual improvement
2, 4
Kaikaku
Radical improvement

52. The Management 3.0 Model

53. OK, maybe that was all
a bit too much...
Just remember these
2 key takeways...

54. A software team is a self-organizing system
Support it, don’t obstruct it

55. Agile managers work the system around
the team, not the people in the team

56. m30.me/happiness

57. @jurgenappelo
slideshare.net/jurgenappelo
noop.nl
linkedin.com/in/jurgenappelo
jurgen@noop.nl

58. 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.