Agile dc2017 agile managers
- 1. The Role of Managers Supporting Agile Teams Beth Hatter AgileDC 2017
- 2. Beth Hatter Agile Growth Lead – CSRA • 12+ years in Software Industry • Roles have included Analyst, Tester, Product Owner, Project Manager • Certified Scaled Agile Framework Program Consultant (SPC4) • Current SPCT Candidate • PMP, PMI-ACP • Certified AgilityHealth Coach (AHC) • Certified Scrum Product Owner (CSPO) • Currently Agile trainer, coach, and all around agile enthusiast October 16, 2017 Beth Hatter - AgileDC 2017 2 Base is in eastern WA
- 3. Why the Focus on “Management”? Management has been called out as one primary cause of agile failure Without guidance, managers often try to maintain control rather than give support October 16, 2017 Beth Hatter - AgileDC 2017 3
- 4. October 16, 2017 Beth Hatter - AgileDC 2017 4 No Managers to be Found! Deploy Product Backlog Daily Scrum Sprint Retrospective Sprint Backlog Incremental Value Delivered Sprint Review Sprint Planning Product Owner Scrum Master Scrum Team
- 5. October 16, 2017 Beth Hatter - AgileDC 2017 5
- 6. October 16, 2017 Beth Hatter - AgileDC 2017 6 Not a scrum master Not a product owner Not a team member WHO AM I?! Not an RTE Not a business owner Not a product manager
- 7. Culture Shift is Hard Going from siloes to collaborative team culture is a huge shift October 16, 2017 Beth Hatter - AgileDC 2017 7
- 8. October 16, 2017 Beth Hatter - AgileDC 2017 8 Managers go from managing
- 9. October 16, 2017 Beth Hatter - AgileDC 2017 9 To something more like…..leading in a Lean-Agile way
- 10. The Balance Changes October 16, 2017 Beth Hatter - AgileDC 2017 10 Agile Traditional
- 11. No wonder managers feel October 16, 2017 Beth Hatter - AgileDC 2017 11
- 12. October 16, 2017 Beth Hatter - AgileDC 2017 12
- 13. So who am I now? What is my Role? October 16, 2017 Beth Hatter - AgileDC 2017 13
- 14. Not This…. October 16, 2017 Beth Hatter - AgileDC 2017 14
- 15. October 16, 2017 Beth Hatter - AgileDC 2017 15 Management has to be supportive for agile teams to be successful
- 16. Ok, I’ll be an Agile Supporter – But How? October 16, 2017 Beth Hatter - AgileDC 2017 16
- 17. 4 G’s of GGGGreat Agile Managers Ground Guard Guide Grow October 16, 2017 Beth Hatter - AgileDC 2017 17
- 18. Ground Provide connection for team to the larger organization strategy and goals Navigate communications with finance, legal, boards of directors, etc. Understand process to gain training, procure tools and support other team needs within the enterprise October 16, 2017 Beth Hatter - AgileDC 2017 18
- 19. Guard Create psychological safety Protect team from negative behaviors and situations Clients Teams Organizational Address those things the teams can't handle - hiring, personnel issues beyond team conflicts, etc. Champion teams staying together rather than being ‘resource pools’ October 16, 2017 Beth Hatter - AgileDC 2017 19
- 20. Guide Nurture good culture Ensure work meet necessary standards Demonstrate agile philosophy Establish uniformity across teams (when needed) Cultivate sharing of knowledge and success across enterprise October 16, 2017 Beth Hatter - AgileDC 2017 20
- 21. Grow Grow individuals on their career paths Build skills by modeling and supporting Support goals - both personal and professional – of the team Grow more leaders Model growth mindset October 16, 2017 Beth Hatter - AgileDC 2017 21
- 22. Who am I? I am all of these! Culture Steward Enterprise Translator Team Supporter People Champion Be An Agile Champion October 16, 2017 Beth Hatter - AgileDC 2017 22
- 23. Don’t Neglect Management Use them as champions and to grow the people Show them the path Include them in trainings Help them own their new role Often transparency starts here – They have the insights up the enterprise, down to front line, and out to customer October 16, 2017 Beth Hatter - AgileDC 2017 23
- 24. Thank you! Beth.Hatter@csra.com @Beth_AgileBrain October 16, 2017 Beth Hatter - AgileDC 2017 24
Editor's Notes
- #8: Challenge of building teams that have not worked together before and often have not been exposed to agile methods and practices Mixed experience levels Mixed applications of ‘agile’ practices – some also no so ‘agile’! Mixed ideas of roles vs contracts
- #11: Challenge of balancing product owner/Agile team mentality and focus business needs against a mixed bag of contracts and legacy SDLC deliverables Challenge of different contractors on one team, as subcontractors, 1099s, etc. Very frequently we have different contracts across parts of project – one contract for design and dev, one for testing/IV&V, one for deployment/operations