Teaching pointy haired bosses to be agile enablers
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The document discusses the crucial role of management in agile transformations, emphasizing that while self-organizing teams are essential, effective leadership remains necessary. It identifies common barriers to successful agile adoption, including cultural misalignment and lack of management support, and outlines manager personas to facilitate buy-in. The text advocates for understanding managers' needs and concerns to foster a positive environment for change and emphasizes the importance of management in guiding teams within the agile framework.
Teaching pointy haired bosses to be agile enablers
- 1. Coaching Pointy-Haired Bosses to be Agile Enablers
- 2. @ryanripley
- 3. #AgileIndy
- 6. “Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.” --Norm Kerth, Project Retrospectives: A Handbook for Team Reviews
- 7. Management support is critical to the success of agile projects and agile adoptions.
- 8. What is a manager?
- 9. What does a manager do?
- 10. “Yet a common misconception is that because of this reliance on self- organizing teams, there is little or no role for leaders of agile teams. Nothing could be further from the truth.” --Mike Cohn, Succeeding with Agile
- 11. DILBERT © 2007 Scott Adams. Used By permission of UNIVERSAL UCLICK. All rights reserved.
- 14. SCRUM IN ONE SLIDE Development Sprint Planning Sprint Review Sprint Retrospective Sprint ROLES: Scrum Master, Product Owner, Developer ARTIFACTS: Product Backlog, Sprint Backlog, Product Increment
- 16. EVERYTHING YOU’VE DONE BEFORE IS WRONG
- 17. What does a manager stand to lose?
- 18. ?????? AGILE IMPACTS EVERYONE • Organizational Change • Leadership Change • Team Change • Status Change • Job Description Change • Role Change • Culture Change
- 19. We are telling managers to give up the tools, methods, processes, and behaviors that have made them successful.
- 20. “People who ask others to change may not understand what value they are asking people to give up. And in fact, they may not appreciate or even notice what’s valuable to the people they expect to change.” --Esther Derby
- 22. LEADING CAUSES OF FAILED AGILE PROJECTS From the 9th Annual VersionOne State of Agile Report ©2015 VersionOne, Inc. - State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc. 42% Company philosophy or culture at odds with core agile values 37% External pressure to follow traditional waterfall processes 38% Lack of management support 30% Insufficient training 33% A broader organizational or communications problem 33% Unwillingness of team to follow agile
- 23. BARRIERS TO FURTHER AGILE ADOPTION From the 9th Annual VersionOne State of Agile Report ©2015 VersionOne, Inc. - State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc. 22% Concerns about a loss of management control 24% Management concerns about lack of upfront planning 29% Management support 44% Ability to change organizational culture 34% General organizational resistance to change 35% Not enough personnel with necessary agile experience
- 24. Copyright © 2015 Scrum Alliance®
- 25. Agile coaches can gain buy-in from managers during an agile transformation by focusing on their needs.
- 26. MANAGER PERSONAS
- 28. How do we build personas?
- 29. Talk to a manager!
- 30. What is your goal?
- 31. Managers communicate their concerns and fears through the questions they ask.
- 32. What must be true for a person to ask that question?
- 33. “What do I control on an agile project?”
- 34. “What does it matter how many times I reassign team members, isn’t that what self-organization is for?”
- 35. “Agile is for IT. Why are you talking to HR and finance?"
- 36. “Your team leaves at 5:00pm and refuses to work weekends. Why don’t they have a sense of urgency?”
- 37. “That developer is slacking. When is the scrum master going to take care of the poor performer?”
- 38. Pay attention to the statements that managers make.
- 39. “If the candidate does not have CSM after their name, they aren’t worth interviewing."
- 40. “You can’t coach if you’ve never developed software. Pick another scrum master for this team."
- 41. “Teams ship working software at the end of each sprint. That’s why we implemented scrum. Work the weekends if you’re behind. The team needs to deliver on their commitments.”
- 42. “Your teams velocity is worse than the other scrums teams. Find a way to get your velocity up, or we may have to reassign resources.”
- 43. RESPONSES TO CHANGE ARE INVALUABLE What is the source of their resistance? Does the manager know how to do what they are being asked to do? Is there a personal conflict that is causing resistance? Is the manager a champion of the old process? Are there systems in place that reward disruptive behavior? Is the path to success unclear to them? What does the manager lose due to the change?
- 44. Ryan Ripley PSM I, PSM II, PSE, CSM, PMI-ACP, PSPO I, PSD 10+ years experience on agile teams GOALS Add value back to the organization NEEDS To be recognized for the work and contributions delivered to the team WANTS To foster a safe environment for people to experiment and do creative work LIMITATIONS Lack of agile certifications
- 45. “All mankind is divided into three classes: those that are immovable, those that are movable, and those that move.” --Benjamin Franklin
- 46. Movers • Aligned with change • Motivated • Eager to learn • Coach the coaches Movables • Some convincing required • Early trust issues likely • Support and coaching necessary Immovables • Resistant to change • Disruptive • Low trust • Seeks to control change • Requires significant coaching
- 48. “People don’t resist change. Change that’s presented as “Follow, or be fired!” feels like coercion. And most people resist coercion” --Esther Derby
- 51. There are no shortcuts
- 52. But here are some shortcuts
- 53. Make sure people are ready to hear what you have to say.
- 54. “500 YARDS OF FOUL-SMELLING MUCK” --Red “The Shawshank Redemption” The management agile transformation pipeline…
- 55. You are going to face a lot of wrong premises about what makes safety and speed possible.
- 56. Self-organization does not initially feel safe or fast to a traditional manager.
- 57. “A scrum teams job is to self-organize around the challenges, and within the boundaries and constraints, put in place by management.” --Mike Cohn, Succeeding with Agile
- 58. SCRUM MANAGEMENT • Manage the boundaries • Build Stable Teams • Hire people – Grow skills • Act transparently • Examine systems & correct faulty ones • Give guidance when asked/needed • Reach across org charts • Definition of Done • Continuous improvement • Expect working software every sprint Vision – Direction – Goals “I finally have time to do my job.”
- 59. Copyright © 2015 Scrum Alliance®
- 60. “Managers are still needed. Not so much for their planning and controlling ability, but for that important job of interfacing on the teams behalf with the rest of the organization.” --Diana Larsen
- 61. Copyright © 2015 Scrum Alliance®
- 62. “Managers are still needed. Not so much for their planning and controlling ability, but for that important job of interfacing on the teams behalf with the rest of the organization.” --Diana Larsen
- 63. http://agileanswerman.com ryan@agileanswerman.com @ryanripley Podcast available on iTunes, Stitcher, and AgileAnswerMan.Com
- 64. IMAGE ATTRIBUTION “At the Office” - ©JnL – Flickr.com – Used with permission “Ara Pacis” - ©Steven Zucker – Flickr.com – Creative Commons License “Singleton Bank Rail Crash” – Public Domain “Elephant” - ©Jim the Photographer– Flickr.com – Creative Commons License “Falling Businessman” - © Danomyte | Dreamstime.com - Falling Businessman Photo “Hey Listen” - ©Quinn Dombrowski – Flickr.com – Creative Commons License