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AGILE LEADERSHIP Where do managers fit?

Agile Leadership - Agile Dev Practices 2011

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Page 1: Agile Leadership - Agile Dev Practices 2011

AGILE LEADERSHIP

Where do managers fit?

Page 2: Agile Leadership - Agile Dev Practices 2011

20+ Industry5+ Agile

@skipangel

Page 3: Agile Leadership - Agile Dev Practices 2011

WE KNOW AGILE FOCUSES ON THE TEAM

Page 4: Agile Leadership - Agile Dev Practices 2011

YET SOME ARE LEFT ASKING “WHERE DO I FIT?”

Page 5: Agile Leadership - Agile Dev Practices 2011

ONE SUCH GROUP MANAGEMENT

Page 6: Agile Leadership - Agile Dev Practices 2011

HOW DID WE GET HERE?

Page 7: Agile Leadership - Agile Dev Practices 2011

“EVERY ORGANIZATION IS PERFECTLY ALIGNED TO ACHIEVE THE RESULTS IT’S GETTING.”

Stephen Covey

Page 8: Agile Leadership - Agile Dev Practices 2011

SO WHAT HAPPENED HERE?

Page 9: Agile Leadership - Agile Dev Practices 2011

THEORY X• If I did not drive my people

constantly, they would not get on with their work.

• I sometimes have to fire somebody or tongue-lash them to encourage others.

• Leaders have to lead by making all key decisions themselves.

• I find that most people are unambitious and must be forced to raise their sights.

• I keep my distance from the team since it is necessary for effective command.

Taylor

Page 10: Agile Leadership - Agile Dev Practices 2011

THEORY Y• If somebody falls down on the

job, I must ask myself what I did wrong.

• I should sometimes take a back seat at meetings and let others take the lead.

• If I ask someone for their opinion on an issue, I try to do as they suggest.

• People should appraise their bosses as well as be appraised by them.

• Anyone can have creative, innovative ideas if they are encouraged.

Plan

Do

Check

Act

Deming

Page 11: Agile Leadership - Agile Dev Practices 2011

NEW IDEAS EMERGE

•Delighting the Customer

• From Controller to Enabler

• From Bureaucracy to Dynamic Linking

• Radical Transparency

• From Command to Conversations

Page 12: Agile Leadership - Agile Dev Practices 2011

... AND WHERE DO WE GO?

Page 13: Agile Leadership - Agile Dev Practices 2011

MOVING FROM LEADER AS DIRECTING TOWARD....

Page 14: Agile Leadership - Agile Dev Practices 2011

LEADER AS CATALYSING

Page 15: Agile Leadership - Agile Dev Practices 2011

Directive Leadership Catalyst Leadership

Analytical Thinking Systemic Thinking

Either/Or Both/And

Unilateral Control Mutuality and Collaboration

Management through coordination and control

Management through design of environments

Deterministic Chaordic

Page 16: Agile Leadership - Agile Dev Practices 2011

ATTRIBUTES OF A CATALYST LEADER

Page 17: Agile Leadership - Agile Dev Practices 2011

INCLUSIVE, COLLABORATIVE

Page 18: Agile Leadership - Agile Dev Practices 2011

FLEXIBLE, ADAPTIVE

Page 19: Agile Leadership - Agile Dev Practices 2011

POSSIBILITY-ORIENTED

Page 20: Agile Leadership - Agile Dev Practices 2011

FACILITATIVE

Page 21: Agile Leadership - Agile Dev Practices 2011

SELF-REFLECTIVE

Page 22: Agile Leadership - Agile Dev Practices 2011

COURAGEOUS

Page 23: Agile Leadership - Agile Dev Practices 2011

FOCUS AT ALL LEVELS

Teamlevel

FocusCollaboration Quality

Management level

Organizationlevel

Systems ThinkingIncreasing throughput and not just cutting costs

Servant LeadershipServing others — including employees, customers,

and community — is the number one priority

Page 24: Agile Leadership - Agile Dev Practices 2011

CHANGES IN MINDSET

Multitasking reduces ROI

Being responsible Progress visible & transparent

Sense of Urgency Continuous Improvement

Individuals and interactions

Quality

EmergenceSystems Thinking Throughput and not cost cutting

100% utilization is harmful

Center on providing value to the customer

Planning,not the plans Rethink teams Rethink schedules

Joint ownership Working software

Measure the right things

Organizational

Middle-Management

Not Manufacturing

Team

Page 25: Agile Leadership - Agile Dev Practices 2011

WHERE CAN MANAGERS SUPPORT TEAMS?

Page 26: Agile Leadership - Agile Dev Practices 2011

Principles

Minimal Processes

Teams

Barely SufficientTools

Outcomes

Keep it

Simple

Adaption

through

Learning

Page 27: Agile Leadership - Agile Dev Practices 2011

Dev

BAQA

From Functional Teams...

REDUCE TEAM DEPENDENCIES

Page 28: Agile Leadership - Agile Dev Practices 2011

beyond Component Teams to...

UI DB

Services

Interfaces

Page 29: Agile Leadership - Agile Dev Practices 2011

Feature Teams

Feature Set 1

Feature Set 2

Feat

ure

Set

3

Page 30: Agile Leadership - Agile Dev Practices 2011

REDUCE DEBT

•Technical Debt

•Quality Debt

•Software Configuration Debt

Page 31: Agile Leadership - Agile Dev Practices 2011

•Partial Work

•Finding Info

•Delays

•Over Produce

•Extra Steps

•Defects

•Handoffs

MINIMIZE WASTE

Page 32: Agile Leadership - Agile Dev Practices 2011

CREATE COLLABORATIVE ENVIRONMENTS

Page 33: Agile Leadership - Agile Dev Practices 2011

INVEST IN LEARNING

Formal

Training

Communities

of Practice

Research

Time

Set

Based

Design

Page 34: Agile Leadership - Agile Dev Practices 2011

WHERE CAN MANAGERS CHANGE THE

ORGANIZATION?

Page 35: Agile Leadership - Agile Dev Practices 2011

EVERYBODY NEEDS TO

UNDERSTAND STRATEGY

Page 36: Agile Leadership - Agile Dev Practices 2011

Culture of Learning

Culture of Fear

Page 37: Agile Leadership - Agile Dev Practices 2011

OPTIMIZE THE WHOLE NOT THE PARTS

RequestApprove

and Prioritize

TechAssessment

Code and Test

Verify and Fix

Deploy

10 Min20 Min

3 Days 10 Days 10 Days 5 Days 3 Days

10 Min 30 Min 4 Hours 2 Hours 1 Hour12 Hours 6 Hours

4 Hours

X4 Hours

X X1 Day 4 Hours

X

2 Hours2 Hours

X X

1 Hour

X

5 Min

X

Page 38: Agile Leadership - Agile Dev Practices 2011

Utilizationrate

HoursWorked

Burnout

Degree ofmultitasking

Teamenergy

Cycle Time

Queues &Bottlenecks

Rate ofReturn

Number ofdefects

Time to formteams

Ability torespond to

changes

Pressureto deliver

Effectiveness

Turnover

EVERYBODY NEEDS TO SOLVE THE PROBLEMS

Page 39: Agile Leadership - Agile Dev Practices 2011

AGILE WILL HELP, BUT CANNOT ADDRESS ALL CHALLENGES

Page 40: Agile Leadership - Agile Dev Practices 2011

AGILE IS NOT A “DEV” THING BUT A SIGNIFICANT

ORGANIZATIONAL CHANGE

Page 41: Agile Leadership - Agile Dev Practices 2011

AGILE IS NOT A

DESTINATION BUT A

JOURNEY

Page 42: Agile Leadership - Agile Dev Practices 2011

AGILE NEEDS STRONG

LEADERS TO MAKE THE

DIFFERENCE

Page 43: Agile Leadership - Agile Dev Practices 2011

WILL YOU BE THAT LEADER?

Page 44: Agile Leadership - Agile Dev Practices 2011