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[en] Agile Management is different - CAS2014

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Role of Management in an Agile-Lean company. Underlying principles, culture, responsibilities, type of Agile Managers and characteristics of an Agile Manager.

See Spanish presentation here: http://www.slideshare.net/xalbaladejo/cas2014-agile-management-es-diferente-xavier-albaladejo-v11

Published in: Leadership & Management

[en] Agile Management is different - CAS2014

  1. 1. 1 Xavier Albaladejo CAS2014 - Agile Spain Conference - December 2014 Agile Management is different v1.2
  2. 2. CAS 2014 2 Speaker Bio & Company Information  Xavier Albaladejo is Agile-Lean Coach on organizational transformation and member of everis Agile Excellence Center. He helps large organizations to bring more value, faster and efficiently, using Agile and Lean principles.  Xavier Albaladejo coordinates a Postgraduate on Agile methods in La Salle, he is Certified Scrum Practitioner, founder of proyectosagiles.org, Agile Barcelona and member of Agile Spain Board of Directors. insert photo AGILE EXCELLENCE CENTER IT Government – Technology BU PMA Postgrado en Métodos Ágiles
  3. 3. CAS 2014 3 AgileManagement
  4. 4. CAS 2014 4 AgileManagement Different mental models Principles Approaches Culture
  5. 5. CAS 2014 5  Different context Traditional  Reduced competition  Mass/chain production  Lengthy product cycles  Push the product in the market Agile  Competitive markets  Fast product cycles  Adapt to the demand  Fast feedback and innovation  Short productions Principles and Culture
  6. 6. CAS 2014 6 Principles and Culture  Different productive models Traditional  Complicated  Repeatable  Predictive  industrialization Agile  Complex  Uncertainty  Adaptability  Learning  Improving < It is unusual to repeat a work
  7. 7. CAS 2014 7 Major success and productivity factors 1 People competence 2 Team cohesion Main factors 4 Experience and knowledge in similar projects 5 Middle Management style 6 People motivation See full study in http://www.slideshare.net/xalbaladejo/en-cas2013-agile-lean-organization-and-productivity-improvement-frameworkv30 3 Technical / product complexity Focus in learning, improvement, growth. Competitive advantage! Repeat projects of same type Intrinsic motivation!. Organizational facilitator, teamwork. Stable teams by product line or client type. “Cells”
  8. 8. CAS 2014 8 Principles and Culture  Employees Agile People  ¡Think, emotions! Knowledge workers, “creators” Traditional “Resources” Easy to change “pieces”
  9. 9. CAS 2014 9 Profit 3 Principles and Culture  In Agile employees motivation is fundamental. Satisfied clients Service quality is proportional to employees “quality” and satisfaction 2Motivated employees Without employees there are no products nor services, they are who generate value 1
  10. 10. CAS 2014 10 Principles and Culture  Indirect management vs know the place where work is done. Agile - Lean Go to see & listen to the “trenches” to understand problems and worries Traditional Office mgmt, indicators, conversation with direct line of reporting <
  11. 11. CAS 2014 11 Principles and Culture  Conformance to standards vs all people seek for improvements. Traditional Stable processes, created by specialists. Penalties to people who don’t follow the rules Agile Empowerment & System Ownership to bottom-up improvement of standards Don’ look for guilty people, but on how to improve the process Safe environment to challenge status-quo
  12. 12. CAS 2014 12 Principles and Culture  Command & Control vs self-organization and service to teams. Traditional Command & Control. Micro-management. GROUP Agile TEAM Thinking together. Self-organization. Management as servant leaders.
  13. 13. CAS 2014 13 Principles and Culture  Organization. Departments vs cells. Traditional Programming TestingAnaly sis Dev Ops Departaments Own projects (and budget), knowledge silos. Pooling & proxies, capacity, assignments Programming TestingAnaly sis Dev Ops Cell N Cell 1 Cell 2 Agile Competences Lifecycle and projects are cell-contained. Stable, cross-functional teams, face to face See the whole model in http://www.slideshare.net/xalbaladejo/en-cas2013-agile-lean-organization-and-productivity-improvement-frameworkv30 End to end
  14. 14. CAS 2014 14 We’ve seen that Principles are different Let’s talk on different Agile Management http://www.jokeroo.com/pictures/funny/884904.html
  15. 15. CAS 2014 15 ¿What is the purpose of an organization?
  16. 16. CAS 2014 16 Create the context To achieve: Organization purpose Good products or services1  Cells that “run”: 1 - fast 2 - efficiently 2 … so winning the Time To Market race and quickly incorporating market feedback
  17. 17. CAS 2014 17  You should not feel the organization.  Whatever you do in efficiency should not slow down cells. The organization should be a help, not an impediment Organization purpose
  18. 18. CAS 2014 18 Who are the “clients” of an Agile Manager?
  19. 19. CAS 2014 19 Programming TestingAnaly sis People from their competence area (that are part of cells). Competence areas Testing Competence Manager Cells that implement the organization strategy (they produce the value and must “run” fast). Cell N Cell 1 Cell 2 Agile Manager clients
  20. 20. CAS 2014 20 Do you know what is a core team?  Infrastructure team: creates context for teams to flow faster, making the infrastructure seamless.
  21. 21. CAS 2014 21 Managers as a “Core” team Management must be a facilitator at an organizational level  Removes organizational impediments to improve end to end flow.  Creates & improves the context in order to help cells to flow.  Identifies people “in the trenches” that should talk directly. Management works on organization seamless
  22. 22. CAS 2014 22 Agile Manager responsibilities “Shaping the context” takes time Traditional Strategy People Operative Micro-management and intra-team coordination, among departments, capacity management, assignments. Collapsed management that benumbs projects. Organization Culture Strategy and improvements People growth and motivation Operative Organization, structure and teams Culture Agile Management removes organizational impediments in the value flow All aspects need a lot of Go see and listen to the trenches
  23. 23. CAS 2014 23 Agile Managers types and responsibilities Responsibility Organizational responsible Operative The following areas are responsibility of all people in the company… … but it is still important to have ultimate explicit responsibilities. Culture and Organization Especially Middle Management.  Hire people with the right idiosyncrasy.  Organization and cell design, motivating work environment.  Identify and connect people that should talk directly. Scrum Masters Outlearn Competence Managers  Communities of Practice, professional growth, mentoring, motivation. Speciality Coaches Outimprove Improvement Champion  End-to-end flow responsible (“processes”) and waste identification.  Organizational improvement and global metrics. Based on Competence Managers and Scrum Masters feedback (bottom-up). Scrum Masters Product CEO and Product Managers  Project Portfolio prioritization and teams workload limitation, based in their capacity. Product Owners
  24. 24. CAS 2014 24 Agile team A fractal in the high level Agile Management team Product Owner Scrum Master Product Champion Cross functional development & operations team Development Q/A OperationsUX Customer care Improvement Champion Growths a high performance team, who share objectives (an strategy/roadmap guided by business value) and that regularly reflects on. Collaboration at all levels !!! (Competence Managers) Competence Manager Competence Manager Competence Manager Competence Manager Competence Manager
  25. 25. CAS 2014 25 Agile Manager characteristics Teaches Mentors, develops and grows people in competences, doing “craft teaching”. Coaches by actively listening and making people thing by asking questions.10 Gives example1 Specially in meetings (positively). Signals when there is not collaboration-sharing-help. Protects the Organization form behaviors that puts “the tribe” under risk. Motivates2 people to create commitment, increase creativity and performance, is inspirational and creates a motivating work environment. Visions3 at a long term, creates an strategy guided by business objectives, jointly with his team. Designs4 the Organization. Creates Cells formed by cross-functional and stable teams, constituted by people that complement each other. Empowers5 self-organized teams to take decisions, given boundaries and constraints, (“the team knows the problems”) and establishes directives to guide/align. Facilitates6 Removes organizational impediments in order to help cells flow. Connects7 Identifies people “of the trenches” that should talk directly. Walks8 to the place where work is done, to directly know the reality, problems and worries. Reflects9 on how to improve the system, regularly, with his team. Creates a safe environment for making proposals and improvements. With your people, “tribal”
  26. 26. CAS 2014 26 Best Manager award - Google Your bosses respects you You do incredible things for your clients Your people loves you
  27. 27. CAS 2013 27 Questions
  28. 28. everis.com IT Government Technology BU

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