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In this presentation I describe what the role of a manager is in an agile organization. I give a checklist of 12 topics that managers should concern themselves with. Note: About 90% of this presentation consists of slides from an earlier presentation (So Now You're an Agilist, What's Next?) But this one is more focused on management. http://www.noop.nl http://www.jurgenappelo.com
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Checklist for the Agile Manager
Jurgen Appelo
http://www.noop.nl version 3
photo by Randy son of Robert
Jurgen Appelo writer, speaker,
trainer, entrepreneur...
www.jurgenappelo.com
photo by blumpy
disclaimer: this is a...
(I sometimes change my opinion)
The Checklist
Reduce Risk Measure Performance Evaluate Feedback Acquire Knowledge Manage Uncertainty Evolve Practices
Motivate People Empower Teams Align Results Optimize Communication Enforce Discipline Restrain Growth
photo by richjensen
inspired by…
#1
Motivate People
extrinsic motivation doesn’t work that well
photo by AMagill
diversity
brings robustness and flexibility photo by woodleywonderworks
what motivates one demotivates another
photo by Balaji Dutt
motivating people is NOT the same as NOT demotivating people
1. Do you know what is expected of you at work?
2. Do you have the materials you need to do your work right?
3. Do you get the opportunity to do what you do best every day?
4. Did someone recently give you recognition or praise for doing good work?
5. Do your colleagues seem to care about you as a person?
6. Are you encouraged to work on your (self-)development?
7. Do people make your opinion count?
8. Do you feel that your job is important?
9. Are your colleagues committed to doing quality work?
10.Do you (or would you like to) consider some colleagues as friends?
11.Does someone care about the progress of your work?
12.Are you given the opportunity (time/resources) to learn and grow?
(from: First, Break All the Rules, Marcus Buckingham)
12 Questions for Team Members
“For example, an ant colony, the brain, the immune system, a Scrum team, and
New York City, are self-organizing systems.”
- Ken Schwaber Agile Software Development with Scrum
photo by striatic
agile managers are invisible
they act as a mirror “How did you try to solve the problem?”
photo by Amir K.
make yourself not needed (when you succeed you will be priceless)
The only way to make
yourself indispensable
is to make yourself
dispensable.
(John C. Maxwell)
photo by WordRidden
The Law of Requisite Variety: a system can only be controlled by a more complex system
photo by sonictk
lead
rule
To be a leader is not the next step for managers
It is the manager's job to give room to leaders
ordered complex chaotic
empowerment alignment
ordered organizations need empowerment chaotic organizations need alignment
The Edge of Chaos
Functional Teams, Line Organization
Cross-Functional Teams, Line Organization
Cross-Functional Teams, Matrix Organization
photo by anna pearson
other people’s behavior must be
predictable
The discipline stack... 1. Self (self-discipline) 2. Coach (teaching from master) 3. Peers (warnings from equals) 4. Signals (steering by infrastructure) 5. Supervisor (a guy walking around) 6. Manager (me, cleaning up the s**t)
The higher in this hierarchy discipline is achieved, the better.
photo by **Maurice**
Parkinson’s Law
organizations tend to get bigger
Cope’s Rule
species tend to get bigger image by Bogdanov
Prevent systems from growing... 1. Limit input and output (keep it simple) 2. Reduce complexity (remove waste) 3. Clean up regularly (refactoring)
4. Make resources scarce (small budgets) 5. Keep backlog filled (plenty of work)
Self-Organized Criticality
a critical state of high risk photo by lrargerich
How to measure performance in a multi-project environment?
Project A Project B Project C Total
€ 100000 € 20000 €50000
+20% -30% +10%
10% 20% 5%
5% 30% 0%
0% 40% 25%
+2000 -1200 +250
+1000 -1800 0
0 -2400 +1250
+1050
-800
-1150
X
Y
Z
Budget:
Overrun:
The Tragedy of the Commons:
using shared resources
photo by ojbyrne
optimize the whole
optimize the whole
= manage shared resources
photo by laffy4k
one-on-ones • news & rumors • status & progress • obstacles & help • personal development
give time, give resources, check progress
agilists assume craftsmanship only few people pursue craftsmanship
photo by ClintJCL
The Butterfly Effect
small variations, big impact photo by Hamed Saber
make people comfortable with change
Adaptation to change…
“It takes all the
running you can do,
to keep in the
same place.”
- Louis Carroll Through the Looking Glass
The Red Queen Effect
photo by Sukanto Debnath
genotype (genes)
phenotype (body)
PDCA QIP AIM Pr2imer CPI-7
1. Determine Problems Plan Understand Assess Analysis Managing
2. Set Goals Set Goals Analyze Target Targets
3. Define Metrics Plan
4. Identify Improvements
Act Choose Improve Analyzing
5. Implement Improvements
Pilot Improving
6. Execute Processes (implicit)
Do Execute -- -- --
7. Check Measurements
Check Analyze Metricate -- Managing
process improvement
mutation
experiment with new practices photo by Ramona Forcella
horizontal transfer
copy some practices from other sources photo by V 2
crossover
photo by Kevin N. Murphy
mix all practices from two sources
The Checklist
Reduce Risk Measure Performance Evaluate Feedback Acquire Knowledge Manage Uncertainty Evolve Practices
Motivate People Empower Teams Align Results Optimize Communication Enforce Discipline Restrain Growth
picture by -bast-
Thanks, I hope to
have inspired you!
Q & A
@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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