XP2011 - agile management tutorial

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Agile Management Leadership on an Agile environment


Ángel Medinilla!





Ground Rules


"What" ain't no country I ever heard of! They speak English in "What"?

Speak English (and help me do so!)



* * *


Mmmmm… Lunchtime…



Disclaimer:


Disclaimer:


Disclaimer:

You (probably)


Disclaimer:

You (probably)

Unintended audience (but of course you are welcome )


Disclaimer II:


“The Tao that can be expressed is not the eternal Tao” - Lao Tzu, Tao Te Ching


Enough for a start…


Management vs. Leadership


The elephant problem


Two main problems

Overused terms The fourth-dimensional problem


Overused Terms


Management


Management


Management


Management

Establish a vision, communicate purpose

Determine goals (productivity, quality, innovation…)

Align efforts with goals Design & execute strategy Deal with clients and investors Coordinate, synchronize, mediate Assign resources Allocate costs Establish context, rules, constrains

and boundaries


Management Structure growth: hire, fire,

organize… Determine salary policies Work at the portfolio level Improve the system

Create and sustain a Corporate Culture

Motivate, give credit Drive change Train employees


An Agile view of Management

5thAnnual ”State of Agile Development” Survey, 2010


Leadership


Let’s go WAY back in time…


Some centuries closer..


Konosuke Matsushita

“Your firms are build on the Taylor model. Even worse, so are your heads. With your bosses doing the thinking while the workers wield the screwdrivers, you're convinced deep down that this is the right way to run the business. For you, the essence of good management is getting the ideas out of the heads of the bosses and into the hands of labour. […] the continued existence of firms depends on the day-to-day mobilisation of every ounce of intelligence".


Konosuke Matsushita

- Dictatorial managers won’t feel the need of employees with decision making skills. Moreover, he will not take the time or trouble to develop their talents. He wants people to simply follow his orders, nothing more. - It is quite impossible for even a superior manager to do an adequate job solely on the basis of his limited individual capacities. His limited perception and knowledge will never let him understand the realities of the problems facing him or the true nature of management - Corporate ruin is the penalty to be paid by any company that cannot collect and develop a talented, cooperative work force. It is indispensable to collect wisdom from many sources.


Leader: guide and role model


Leaders

“You must be the change you want to see in the world.” - Gandhi


Lean Leadership

“The fundamental principle of successful management is to allow subordinates to make full use of their ability”

Kaoru Ishikawa, quoted by M. Poppendieck


Invisible and dispensable

“A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves.” – Lao Tzu


Leadership

” If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”

-Antoine De Saint-Exupery


Agile



1. Satisy your customer: early and continuous delivery 2. Adapt to change, even on late stages 3. Deliver working software frequently 4. Work together with business people daily 5. Motivation: environment and trust 6. Face to face communication 7. Measure working software 8. Sustainable pace 9. Technical Excellence 10. Simplicity 11. Self-organization 12. Continuous improvement


Agile101 Estimate

Ouch!

Estimate

Replan R1.0 ¿R2.0?

BV

t

R1.0 ¿R2.0?


Agile101 Estimate

Ouch!

Estimate

Replan R1.0 ¿R2.0?

BV

t

R1.0 ¿R2.0?

- Self-organized, Motivated team - Working on a sustainable pace - Collaborates with customer and business people daily - Communicates face to face - Strives for technical excellence - Reflects on how to improve, eliminates waste


Values

Principles

Processes

Roles

Tools

Artifacts

Practices

Agile101


The fourth-dimensional problem


The evolution of the Scrum Master

ScrumButt Scrum Agile Nirvana

“The Scrum guy”

- Schedule meetings - List impediments




“The Scrum guy”

“Scrum Mom”


- “I’ll take care of that” - Moderator - Diagnoses & Decides - Directly removes impediments - Team interface - Evades conflict (artificial harmony) - Does not really trust the team, still bossy




“The Scrum guy”

“Scrum Mom”

True Scrum Master



- Trainer, mentor - Facilitator - Motivator - Team gardener - Involves everyone - Progressively delegates - Collaboration - Innovation - Deals with Conflict - Change agent - Agile evangelist - Leader




“The Scrum guy”

“Scrum Mom”

True Scrum Master

Scrum Sensei – Agile Coach



- Listen - Master silence - Ask - Be a mirror

- Trainer, mentor - Facilitator - Motivator - Team gardener - Involves everyone - Progressively delegates - Collaboration - Innovation - Deals with Conflict - Change agent - Agile evangelist - Leader



ScrumButt Agile Nirvana

“The Scrum guy”



- Listen - Master silence - Ask - Be a mirror




“The Scrum guy”

“Scrum Mom”

True Scrum Master


Decide Sell Consult Participate Advice Delegate Inquire




“The Scrum guy”

“Scrum Mom”

True Scrum Master



Sprint Length

Estimate stories

Definition of done Team composition

Business strategy




“The Scrum guy”

“Scrum Mom”

True Scrum Master



Sprint Length

Estimate stories


Business strategy

TEAM

SM

PO

Manager

Manager




“The Scrum guy”

“Scrum Mom”

True Scrum Master



Sprint Length

Estimate stories


Business strategy

TEAM

SM

PO

Manager

Manager

C&C Coach (leader?)


Agile Management


Values

Principles

Processes

Roles

Tools

Artifacts

Practices

The Management 2.0 problem:


Values

Principles

Processes

Roles

Tools

Artifacts

Practices

The Management 2.0 problem:


The Nummi Plant experiment

Assembly Hours per Car

Assembly Defects per 100 Cars

Assembly Space per Car

Inventories of Parts ( Average )

Space used for Rework

Absenteeism

16

45

0,45

2 hours

none

none

31

130

0,75

2 weeks

15%

15%

General Motors Toyota

19

45

0,65

2 days

7%

1,5%

NUMMI


The struggle with Taylorism


Generation Bottleneck

Command & Control Measure, audit Diagnose, fix Tell people how things should be

done, micromanage Office politics “if it ain’t broke, don’t fix it” Keep people busy (“busyness”) Constantly change priorities Terrorize


New kids on the block


We had management in engineering. And the structure was tending to tell people, “No, you can't do that." So Google got rid of the managers. Now most engineers work in teams of three, with project leadership rotating among team members. If something isn't right, even if it's in a product that has already gone public, teams fix it without asking anyone.

For a while, I had 160 direct reports. No managers. It worked because the teams knew what they had to do. That set a cultural bit in people's heads: You are the boss. Don't wait to take the hill. Don't wait to be managed.

And if you fail, fine. On to the next idea. There's faith here in the ability of smart, well-motivated people to do the right thing. Anything that gets in the way of that is evil."


Change!


Change!


Change!


Change!


Change!


Management 3.0


Management 3.0

A software team is a self organizing system: support it, don’t obstruct it

Agile Managers work the system around the team, not the people in the team

http://www.slideshare.net/jurgenappelo/what-is-agile-management






Agile Management

Implement an Agile framework Focus on maximizing value and eliminating

waste: know and limit workload, concentrate on flow, lead time and delivery

Continuous improvement: system vision, spot bottlenecks, remove impediments, improve everything

Teamwork: protect the teams, involve everyone

Self-organization: empowerment, ownership, progressive delegation, move decission making the closests to the team as possible


“Information Technology is 80% psychology and 20% technology. ”

– Jeff De Luca, autor de FDD (2000)

“What are you managing? The only thing you really manage here is your employees. End of story.."

– Stefan Falk, VP Strategic Business Innovation (2002)


Oh, wait, wasn’t that HIS role?


Manager SM / Agile Coach

Exercise:

Implement Agile Train

Mentor

Portfolio

Coach

Remove impediments

Structure

Hiring / Firing

Goals

Evangelize

Drive change

Systemic vision

Workload

Protect the team

Resources

Supra-structures

Conflicts

Boundaries

Constraints Lead

Agile ground-rules

Team development

Motivate

Listen

Rules

Define & empower corporate culture

Mantain & enforce corporate culture Coordinate

Individuals

Teams

Salaries, bonus

Context Agile tools


Manager

Implement Agile

Train

Mentor

Portfolio

Coach

Remove impediments Structure

Hiring / Firing

Goals

Evangelize

Drive change

Systemic vision

Workload

Protect the team

Resources

Supra-structures

Conflicts

Boundaries

Constraints

Lead

Agile ground-rules

Team development

Maintain process

Motivate

Listen

Agile practices

Rules

Define & empower corporate culture

Mantain & enforce corporate culture

Coordinate

Individuals Teams

SM / Agile Coach

Salaries, bonus

!

Context

Agile tools


Three subjects for this session

Motivation Self organizing teams Agile structures


Three subjects for this session

Motivation Self organizing teams Agile structures Implementing Agile Worload / capacity

managent Kaizen / improvement Coaching / team growing Driving change …


Motivation




Dan Pink (2009-2010)


Motivation (Pink ++) Autonomy

Clear goals Teamwork Commitment Empowerment

Security (hygiene) Labor conditions Transparency Communication Tolerance Justice

Mastery Skill Training Challenge Positive

reinforcement Quality

Purpose Results Progress Credit Celebration


Steven Reiss, 16 forces (~2000) Acceptance, the need for approval Curiosity, the need to learn Eating, the need for food Family, the need to raise children Honor, the need to be loyal to the traditional values of one's clan/ethnic

group Idealism, the need for social justice Independence, the need for individuality Order, the need for organized, stable, predictable environments Physical activity, the need for exercise Power, the need for influence of will Romance, the need for sex Saving, the need to collect Social contact, the need for friends (peer relationships) Status, the need for social standing/importance Tranquility, the need to be safe Vengeance, the need to strike back/to win


Jurgen Appelo, 16 forces (~2010) Acceptance, the need for approval Curiosity / mastery , the need to learn Eating, the need for food Family, the need to raise children Honor, the need to be loyal to the traditional values of one's clan/ethnic

group Idealism / purpose, the need for social justice Independence / autonomy, the need for individuality Order, the need for organized, stable, predictable environments Physical activity, the need for exercise Power, the need for influence of will Romance, the need for sex Saving, the need to collect Social contact, the need for friends (peer relationships) Status, the need for social standing/importance Tranquility, the need to be safe Vengeance, the need to strike back/to win


Jurgen Appelo, 16 forces (~2010) Acceptance, the need for approval Curiosity / mastery , the need to learn Eating, the need for food Family, the need to raise children Honor, the need to be loyal to the traditional values of one's clan/ethnic

group Idealism / purpose, the need for social justice Independence / autonomy, the need for individuality Order, the need for organized, stable, predictable environments Physical activity, the need for exercise Power, the need for influence of will Romance, the need for sex Saving, the need to collect Social contact, the need for friends (peer relationships) Status, the need for social standing/importance Tranquility, the need to be safe Vengeance, the need to strike back/to win


Synthesis Curiosity / mastery Idealism / purpose, honor Independence / autonomy, power Order, Tranquility, Saving (security) Social contact, acceptance, status


Exercise: how to improve Curiosity / mastery Idealism / purpose, honor Independence / autonomy, power Order, Tranquility, Saving (security) Social contact, acceptance, status


Don’t demotivate!

(anti-patterns)


Fear


Irrational (emotional) responses


Evil


Mixed Signals


Resources Pool


Give Hell


Micromanagement


Pression & Overcommitment


Divide and set against


Zero-sum games


Office politics


Information control


Talibans & Zealots


Broken promises



Decide Diagnose

Fix and Solve


Self-organization


Semco Self-organized, self managed divisions No human resources department, no secretaries All workers set their own hours People decide what they want to work on: no career

plan, no job descriptions People decide their salary. Salaries and expenses are

openly shared. Everyone shares in the profit Teams hire their managers Hiring and firing are democratically decided Two free chairs at Board for any employee CEO role rotates every six months amongst six

counselors The owner’s office has been moved twice without his

approval


“Possibly the most controversial initiative in Semco is to let employees set their own salaries. So called “experts” will rapidly show their narrow knowledge of human condition, assuming that everyone will try to, obviously, set the highest possible pay for their selves. Is the same argue we hear about letting people set their hours on a “seven day weekend”: the first idea that will come to your head is that people will come as late as possible or will never come. But that has never been our experience. As with self-established salaries.”


Netflix vacation policy and tracking Until 2004 we had the standard model of N days per

year Meanwhile, we’re all working online some nights and

weekends, responding to emails at odd hours, and taking an afternoon now and then for personal time

An employee pointed out, “we don’t track hours worked per day or per week, so why are we tracking days of vacation per year?”

We realized we should focus on what people get done, not how many hours or days worked. Just as we don’t have an 9-5 day policy, we don’t need a vacation policy.

So Netflix Vacation Policy is “there is no policy or tracking”

“There is also no clothing policy at Netflix, but no one has come to work naked lately.” – Patty McCord, 2004


Self- Ownership : improvement is not

only managerial stuff. Managers must ensure improvement takes place.

Empowerment: team progressively owns more authority to take decissions in order to achieve the goals set. They are responsible and accountable for performance and success on that goals.

Delegation does NOT reduce the amount of authority, responsibility or accountability of managers


Is this anarchy?


The gardener metaphor

Henrik Kniberg, “The Manager’s Role in Scrum” - Scrum Gathering 2007

Jurgen Appelo, “The purpose of Leadership” (~2010)


Alignment

Self-organization can produce unwanted results Mafia Al-Qaeda

A context is needed to align self-organization with corporate goals

Context is enforced by boundaries and constraints

Authority still exists


Good context

• Clearly related to company or functional goals

• Relative priority established • Quality / precision / refinement

level defined • Key stakeholders • Key metrics • Definition of done / success


Netflix on context

Managers: When one of your talented people does something dumb, don’t blame them. Instead, ask yourself what context you failed to set.

Managers: When you are tempted to “control” your people, ask yourself what context you could set instead - Are you articulate and inspiring enough about goals and strategies?

High performance people will do better work if they understand the context


Exercise

Form teams (Aye!) Discuss something dumb

your teams did (decide wich is the most dumb or funny story ) – 5 min

Try to set a context on that – what should’ve been told to the teams that wasn’t clearly defined? – 3 min

Debrief (2 min)


Agile Structures


Organizational Anti-Pattern

? ? ?

?


Scrum 101

Product Owner Team

Scrum Master

Product Backlog

Sprint Backlog

Stakeholders

?


Scrum structure / same product

?

?

?

? ?



?

?

?

? ?


Agile Hyper-specialists?


Skills Matrix



?

?

?

? ?

?


Organizational anti-pattern

? ?


Support teams Scattered knowledge Demotivation Care less about quality (“eat

your own dog food”) Repetitive errors (waste) Only advantage: protect the

team (can be solved using Scrumban or rotating support members)

Many of this considerations are applied to core / infrastructure teams


Selected. Dev. Valid. Pending Integration Done!

Release Plan:

SP

RIN

T P

RIO

Fire!

ASA

P

Scrumbam Sprint Burn-down:

Buffer Burn-up:


Scrum structure / several products - clients

?

?

?

? ?


Organizational anti-pattern

?

?

?

? ?


?

?

?

? ?

Scrum structure / several products - clients


Organizational anti-patterm

?

?

?

? ?


Communities of practice

?

?

?

? ?


Communities of practice

?

?

?

? ?


Communities of practice Standards and policies Tools Dependencies, coordination Best practices, lessons learned R&D, training Interviewing, hiring Relationship and interaction with

other communities Distributing resources amongst

teams


Criteria for Scrum / Agile structures

Customer orientation Assign projects to teams, not

tasks to people or people to teams

Cross-functional teams (concept to cash)

Specialist with a tendence to overlap knowledge

Feature teams better than tech teams / silos

Self support better than support team


“No, we can’t…” Are there any real impediments

beyond “change is hard?” Define if this impediments are not

in fact corporate dysfunctions to be solved

If they are not, try to start wherever you are and use kanban: evolve from there

If “you can’t” do Kanban that means there’s no value stream – Danger!

If you’re still there after a few months, maybe Agile is not for you – Admit it, and move on!


Conclusions


Conclusions Command and Control kills Agile, and shouldn’t be used on a

knowledge based, creativity dependant environment Agile Management cares about flow, value, change, improvement,

but also about teams, motivation and self-organization. Motivation of knowledge workers is deeply tied to security, autonomy,

mastery, purpose and social acceptance. Leadership sets a role model, a purpose, a vision and takes the first

step. There are many kind of leaders, and they don’t necessarily need authority.

Managers work with Scrum Masters / Team Leaders / Agile Coaches to protect the teams and allow them use their skills to the maximum.

Autonomy is key for motivation and self-organization. Autonomy must be obtained by the means of progressive delegation, good context and goal setting. Managers work the system around the team.

Most Agile structures favor feature / cross-functional teams and single entry point for work / prioritization


Thank you and… BLOG IT!!

[email protected]


This presentation is based upon the ideas and work of many people. And while I’ve tried to recognize copyrights and give credit and attribution where possible, I cannot possibly list them all, so if you feel like there’s something that should be added, changed or removed from this presentation, please drop me an e-mail at [email protected]

Special thanks for this one to Jurgen Appelo and Mary Poppendieck.

http://creativecommons.org/licenses/by-nc-nd/3.0/