WHAT ARE WE SUPPOSED TO DO

WITH THESE MANAGERS NOW?

Skip Angel

20+ Industry5+ Agile

@skipangel

WE KNOW AGILE FOCUSES ON THE TEAM

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

ONE SUCH GROUP MANAGEMENT

HOW DID WE GET HERE?

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

Stephen Covey

SO WHAT HAPPENED HERE?

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

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.

!"#$

%&

'()*+

,*-

Deming

NEW IDEAS EMERGE

•Delighting the Customer

• From Controller to Enabler

• From Bureaucracy to Dynamic Linking

• Radical Transparency

• From Command to Conversations

... AND WHERE DO WE GO?

OPTION 1: NEED TIME TO PROCESS CHANGE

What’s in it for me?

Am I gaining more than

losing?

Will I be supported by the

change?

OPTION 2: CHANGE ROLES?

OPTION 3: NOT EVERYONE FITS?

OPTION 4: WILLING TO RE-INVENT YOURSELF ?

MOVING FROM LEADER AS DIRECTING TOWARD....

LEADER AS CATALYSING

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

ATTRIBUTES OF A CATALYST LEADER

INCLUSIVE, COLLABORATIVE

FLEXIBLE, ADAPTIVE

POSSIBILITY-ORIENTED

FACILITATIVE

SELF-REFLECTIVE

COURAGEOUS

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

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

WHERE CAN MANAGERS SUPPORT TEAMS?

Principles

Minimal Processes

Teams

Barely SufficientTools

Outcomes

Keep it

Simple

Adaption

through

Learning

Dev

BAQA

From Functional Teams...

REDUCE TEAM DEPENDENCIES

beyond Component Teams to...

UI DB

Services

Interfaces

Feature Teams

Feature Set 1

Feature Set 2

Feat

ure

Set

3

REDUCE DEBT

•Technical Debt

•Quality Debt

•Software Configuration Debt

•Partial Work

•Finding Info

•Delays

•Over Produce

•Extra Steps

•Defects

•Handoffs

MINIMIZE WASTE

CREATE COLLABORATIVE ENVIRONMENTS

INVEST IN LEARNING

Formal

Training

Communities

of Practice

Research

Time

Set

Based

Design

WHERE CAN MANAGERS CHANGE THE

ORGANIZATION?

EVERYBODY NEEDS TO

UNDERSTAND STRATEGY

Culture of Learning

Culture of Fear

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

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

AGILE WILL HELP, BUT CANNOT ADDRESS ALL CHALLENGES

AGILE IS NOT A “DEV” THING BUT A SIGNIFICANT

ORGANIZATIONAL CHANGE

AGILE IS NOT A

DESTINATION BUT A

JOURNEY

AGILE NEEDS STRONG

LEADERS TO MAKE THE

DIFFERENCE

WILL YOU BE THAT LEADER?