Agile management.managing for collaboration
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1) Agile managers guide and collaborate with project teams, program teams, and management teams to work together effectively. They manage the entire organizational system for success. 2) Agile managers strategically manage the project portfolio, remove organizational obstacles, build trusting relationships, lead hiring decisions, and build organizational capacity. They collaborate to maximize value for the organization. 3) Agile managers become champions for their teams by not micromanaging, building trusting relationships through regular one-on-one meetings, and helping to provide feedback to encourage collaboration over perfection.
Agile management.managing for collaboration
- 1. Agile Management: Managing for Collaboration Johanna Rothman New: Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects @johannarothman www.jrothman.com jr@jrothman.com 781-641-4046
- 2. Organizations Are Systems 2 © 2011 Johanna Rothman
- 3. Collaboration “to work jointly with others or together especially in an intellectual endeavor” In agile organizations, managers Guide Conduct So that the project teams, program teams, management teams can work together 3 © 2011 Johanna Rothman
- 4. Why “Managing?” Agile project and program managers create and manage their local project and program environments for success in the context of organization Managers manage the entire system for success 4 © 2011 Johanna Rothman
- 5. What Do Agile Managers Do? Set strategy Manage the project portfolio Remove organization obstacles Build trusting relationships with people Lead hiring decisions and process Build the capacity of the organization 5 © 2011 Johanna Rothman
- 6. Strategically Important Work What it is When to start it and stop it: project portfolio Not making those decisions creates management debt As well as chaos 6 © 2011 Johanna Rothman
- 7. When Managers Collaborate They maximize value for the organization Problem solve for the organization, not for the project or the program Optimize at the highest level, not the lowest level 7 © 2011 Johanna Rothman
- 8. Management Iterations Cycles allow you to (re-)assess strategy Cycles help you see organizational obstacles Frees the technical teams to do work 8 © 2011 Johanna Rothman
- 9. Leaders Remove Organizational Obstacles Individual reviews are an organizational obstacle Instead of individual reviews: Build a trusting relationship with each person Share the strategy Share the profits Provide cost of living raises to the team Give the team a team bonus The team can decide who gets what 9 © 2011 Johanna Rothman
- 10. Build Trust Deliver what you promise to deliver Be consistent in your actions and reactions Make integrity a cornerstone of your work Be willing to discuss, influence, and negotiate. Don’t get stuck on your position Trust in yourself and your colleagues -- Solomon, Building Trust in Business, Politics, Relationships, and Life 10 © 2011 Johanna Rothman
- 11. You See Group Collaboration When ... They have a common goal. They listen closely. They concentrate on just the issue at hand. They are in control of their work. They are willing to blend their work. Everyone participates. They are familiar with each other and the problem at hand. They practice their communication often. They move the conversation forward. They learn from failure and move on. -- Sawyer, Group Genius:The Creative Power of Collaboration 11 © 2011 Johanna Rothman
- 12. What Keeps People in a Job? 12 © 2011 Johanna Rothman
- 13. Managers Become Champions for Teams No micromanaging! Meet often enough, one-on-one, to build a trusting relationship Allows manager to see the system 13 © 2011 Johanna Rothman
- 14. Managers Help Provide Feedback and Meta Feedback Not evaluation or praise; feedback When you use a peer-to-peer feedback approach: Create an opening Describe behavior or results State the impact Make a request 14 © 2011 Johanna Rothman
- 15. Build Organizational Capacity How many of you know your organizational velocity now? Remove system obstacles Recognize when a team is stuck 15 © 2011 Johanna Rothman
- 16. Agile Mindset vs. Fixed Mindset 16 © 2011 Johanna Rothman
- 17. Encourage Team-Based Challenge, Not Perfection Encourage risk-taking with frequent feedback Help the team know where its boundaries are The team will help the members collaborate The members will make the micro-commitments to each other 17 © 2011 Johanna Rothman
- 18. Lead the Hiring Effort Recognize when you need more people Initiate the hiring Job analysis Job description Manage the phone screens Manage the interviews and interactions with HR 18 © 2011 Johanna Rothman
- 19. Agile Management is Collaborative Leadership Managers serve the people in the organization Guiding Coaching Using their influence to ease the way for the work Managers make decisions so they avoid management debt 19 © 2011 Johanna Rothman
- 20. References and Reading Dweck, Carol. The New Psychology of Success. Random House. 2006 Solomon, Robert. Building Trust in Business, Politics, Relationships, and Life Lots more on jrothman.com and in Behind Closed Doors, Manage It!, and Manage Your Project Portfolio and in Agile Managers: The Essence of Leadership, Cutter IT Journal,Vol. 23, No. 3, March 2010. If you’d like me to stay in touch with you, please sign up for my email newsletter, fill out a yellow form, or email me. 20 © 2011 Johanna Rothman