agility accelerates ...
Do we need Management in Scrum?
Trifork, GOTO Night Zürich, 14.10.2013
Agile Coach & Trainer Change Agent
hFp://www.management30.com
Mischa Ramseyer @ramsyman
Scrum is easy to understand ...
• 3 Roles • 3 Artefacts • 4 Meetings
... but difficult to master!
Do the Right Thing
Do the Thing Right
EffecPveness
Efficiency
Delivery Products Services
© 2012 -‐ 2013 pragmaPc soluPons gmbh
The PragmaPc OrganisaPon
The role of Management ?
Some theory
The English verb “to manage” was originally derived from the Italian
maneggiare, meaning to handle and train horses. […] This original meaning merged
with the French term menage, or household.
hFp://cognia.com.au/Links%20and%20Vids/assets/52_Bramble_Bushes_in_a_Thicket.pdf Cynthia F. Kurtz, David J. Snowden, “Bramble Bushes in a Thicket”
Management is about human beings. Its task is to make people capable of joint performance […]. This is what
organizaPon is all about, and it is the reason that management is the criPcal, determining factor.
Management: Revised EdiPon, 2008
Peter F. Drucker
Self-‐organisaPon needs boundaries
Jurgen Appelo, Management 3.0
Self-‐organisaPon needs constraints
Jurgen Appelo, Management 3.0
Self-‐organisaPon needs goals!
Jurgen Appelo, Management 3.0
A team is a complex adapPve system (CAS), because it consists of parts (people) that form a system (team), which shows complex behavior while it keeps adap1ng to a changing environment.
The role of Management ?
Managers duPes
• Management outside of the Scrum Team • Set Context & Constraints
• State coarse grained goals (lighthouse, Business Model) that guide the way of the Scrum Teams
Do the Right Thing
Do the Thing Right
EffecPveness
Efficiency
Delivery Products Services
© 2012 -‐ 2013 pragmaPc soluPons gmbh
The PragmaPc OrganisaPon
Network & Empowerment
Do the Right Thing
Do the Thing Right
OrganisaPon
EffecPveness
Efficiency
Culture
Context & Constraints
Delivery Products Services
© 2012 -‐ 2013 pragmaPc soluPons gmbh
The PragmaPc OrganisaPon
Do the Right Thing
Do the Thing Right
Strategy
OrganisaPon
EffecPveness
Efficiency
Culture
Context & Constraints
Delivery Products Services
© 2012 -‐ 2013 pragmaPc soluPons gmbh
The PragmaPc OrganisaPon
Network & Empowerment
Why Agile
?
Meet Melly...
Melly is not happy...
hFp://www.flickr.com/photos/bertwerk/623288901/ © 2007 Bert Werk, CreaPve Commons 3.0
Why does Melly hate her Job? • The market is changing
• from seller to buyer • The goal is changing
• from average to delight • The workplace is changing
• from work execuPon to conPnuous innovaPon
• from manufacturing to knowledge work
• The worker is changing • from semi-‐skilled to well-‐
educated • from basic needs to self-‐
fulfilment
But Management does not change!
hFp://www.swissq.it/en/agile/research-‐and-‐informaPon/
Trends & Benchmarks Report Schweiz Wo stehen wir – wohin geht es?
In Kooperation mit
Agile 2013
hFp://www.swissq.it/en/agile/research-‐and-‐informaPon/
Trends & Benchmarks Report Schweiz Wo stehen wir – wohin geht es?
In Kooperation mit
Agile 2013
AdopPon What organizaPons usually do is an
Who decides?
hFp://www.versionone.com/state_of_agile_development_survey/11/
Managers iniPate adopPons in 77% of the cases.
Who decides?
Unfortunately, many exisPng systems embrace and kill change.
TransformaPon What organizaPons need is a
Do the Right Thing
Do the Thing Right
Strategy
OrganisaPon
EffecPveness
Efficiency
Culture
Context & Constraints
Delivery Products Services
© 2012 -‐ 2013 pragmaPc soluPons gmbh
The PragmaPc OrganisaPon
Network & Empowerment
Do the Right Thing
Do the Thing Right
Strategy
OrganisaPon
EffecPveness
Efficiency
Culture
Context & Constraints
Delivery Products Services
© 2012 -‐ 2013 pragmaPc soluPons gmbh
The PragmaPc OrganisaPon
Managem
ent 3
.0
People are the most important parts of an organizaPon and
managers must do all they can to keep people acPve, creaPve, and
moPvated.
Example: Kudo Box
IncenPvize people to give each other a compliment.
Teams can self-‐organize, and this requires empowerment,
authorizaPon, and trust from management.
Example: Authority Boards
© 2012 Jürgen de Smet, used with permission
Visualize the level of delegaPon.
Self-‐organizaPon can lead to anything, and it’s therefore necessary to protect people and shared resources…
…and to give people a clear purpose and defined goals.
Values & Principles • Who are we? • Lifetime
Mission • Why do we exist? • 10 – 20 years
Vision • What do we want? • 5 - 10 years
Strategy • How will we do it? • 1 year
Alig
nmen
t
Teams cannot achieve their goals if team members aren’t
capable enough, and managers must
therefore contribute to the development of
competence.
Many teams operate within the context of a complex organizaPon, and thus it is important to consider structures that enhance communicaPon.
People, teams, and organizaPons need to
improve conPnuously to defer failure for as long
as possible.
hFp://www.peerup.ch
Let peers rate!
Managem
ent 3
.0
Do we need Management in Scrum?
YES, it‘s built in!
BUT, we also need Managers on the outside!
Management is too important to be lex to the managers. We all parPcipate
in the workout.
Jurgen Appelo
slideshare.net/pragmaticsolutions
info@pragmatic-‐solutions.ch
@pragsol
facebook.com/PragmaticSolutionsGmbh
plus.google.com/b/100642162720912501942
www.pragmaPc-‐soluPons.ch
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