Management in an Agile Environment | AgileConnect
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The document discusses management in agile environments, emphasizing the importance of agile principles over rigid processes and tools. It highlights common anti-patterns in agile management and the need for a collaborative, servant-leader approach to foster effective teams. Additionally, it explores motivation factors that contribute to employee engagement and the role of organizational culture in achieving high productivity and morale.
![user post @ Quora
“I'm having Software Engineering offers from
both Facebook and Twitter.” […]
“From what I've read, I think Twitter might
be better than Facebook in most of the
factors except for monetization and growth
issues, which I don't care about as an
Engineer.
The thing that I do care about is the
engineering culture. ”](https://image.slidesharecdn.com/aacmanagementinanagileenvv2-171018215257/85/Management-in-an-Agile-Environment-AgileConnect-23-320.jpg)
![[engineering.]culture(examples)](https://image.slidesharecdn.com/aacmanagementinanagileenvv2-171018215257/85/Management-in-an-Agile-Environment-AgileConnect-54-320.jpg)
Management in an Agile Environment | AgileConnect
- 1. management in an agile Environment Antonio Arrais de Castro
- 2. about.me cto@ Antonio Arrais de Castro linkedin.arraiscastro.com cto@ cto@
- 3. Agile anti-patterns and management responsibility
- 4. anti-pattern something that looks like a good idea but backfires on you
- 5. processes and tools Over individuals and interactions Agile is the tool Agile is a process Best practices One size fits all Collaboration 7 Sins of Scrum and other Agile Antipatterns Sean Dunn and Chris Edwards Tools to support agility Agility is a mindset Principles & values Context Shared ownership over
- 6. status Over flow of value Showing progress Checking boxes “My part is done” Starting Individual utilisation Specialization 7 Sins of Scrum and other Agile Antipatterns Sean Dunn and Chris Edwards Delivering value Learning & adapting “Team is done” Finishing Team throughput Generalization over
- 7. stories Over strategy Buckets (chunks of work) “I want it all” Gluttony Listening to customers “I know what they need” Tasks Following orders 7 Sins of Scrum and other Agile Antipatterns Sean Dunn and Chris Edwards Filters (flow of value) Minimum viable product Learning what they really need Validating hypothesis Stories Understanding why over
- 8. crap Over Craftsmanship Almost done Velocity Testing quality in Technical debt is evil Cost of crap 7 Sins of Scrum and other Agile Antipatterns Sean Dunn and Chris Edwards Really done Quality Building quality in Technical debt is debt Cost of delay over
- 9. iterations Over releases Potentially shippable Commitment Capacity planning 7 Sins of Scrum and other Agile Antipatterns Sean Dunn and Chris Edwards Releases Focus on value Velocity planning over
- 10. illusion Over reality Gross velocity Unpointed stories Velocity Estimation Microestimation Vanity metrics 7 Sins of Scrum and other Agile Antipatterns Sean Dunn and Chris Edwards Net velocity Best estimate Quality Forecasting Macroestimation Decision metrics over
- 11. organisational hacks Over leadership Controlling inputs Micromanagement Taking sides Meetings Certification 7 Sins of Scrum and other Agile Antipatterns Sean Dunn and Chris Edwards Controlling outputs/outcomes Macromanagement Serving the whole team Actions & resolutions Qualification over
- 12. Leaders instead of Bosses avoiding the anti-pattern pitfalls requires
- 13. manager as a gardner Management 3.0, Jurgen Appello
- 14. manager as a town planner
- 15. manager as a servant The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.
- 16. manager as a servant John Daily, a businessman whose outwardly successful life is spiraling out of control. He is failing miserably in each of his leadership roles as boss, husband, father, and coach. To get his life back on track, he reluctantly attends a weeklong leadership retreat at a remote Benedictine monastery.
- 17. “management is too important to be an exclusive of managers” Management should be Everyone’s Job Everyone should learn to manage the system instead of managing each other
- 18. management 3.0 Focuson W ork Focus on Individuals Focus on the System 1.0 2.0 3.0 Management 3.0: Leading Agile Developers, Developing Agile Leaders by Jurgen Appelo
- 19. the wisdom of crowds Large groups of people are smarter than an elite few, no matter how brilliant—better at solving problems, fostering innovation or coming to wise decisions
- 22. culture is a social construction culture is an organic being that must be fed engineering culture promotes a unified mindset for engineering
- 23. user post @ Quora “I'm having Software Engineering offers from both Facebook and Twitter.” […] “From what I've read, I think Twitter might be better than Facebook in most of the factors except for monetization and growth issues, which I don't care about as an Engineer. The thing that I do care about is the engineering culture. ”
- 24. what motivates people? Salary increase Which of these do you consider to be the most effective motivator? poll quick Stock options Praise from manager Cash Bonus
- 25. what motivates people? Salary increase Which of these do you consider to be the most effective motivator? poll quick Stock options Praise from manager 35% 52% Cash Bonus 60% 67% McKinsey Quarterly survey http://www.mckinsey.com/insights/organization/motivating_people_getting_beyond_money
- 26. what motivates people? McKinsey Quarterly survey http://www.mckinsey.com/insights/organization/motivating_people_getting_beyond_money
- 27. what motivates people? 1. Challenging Work 2. Recognition 3. Employee Involvement 4. Job Security 5. Compensation http://www.mckinsey.com/insights/organization/motivating_people_getting_beyond_money McKinsey Quarterly survey 5 top
- 28. Accenture Strategy 2015 U.S. College Graduate Employment Study Only 15% of 2015 grads said they would "prefer" to work for large corporations Main reason: in startups, your work can have a more direct and immediate impact on the organisation
- 29. what motivates people? Autonomy give meaningful feedback, choice over how to do things, and encouragement Mastery give space and support the push to reach a little higher, to foster improvement, continual mastery, and growth. Purpose help employees connect to something larger than themselves, get them out of mere measurement by numbers and figures, connect work to people and values
- 30. what motivates people? theory X/Y/Z authoritarian repressive tight control developmental empowering giving responsibility “average person dislikes work, is lazy, prefers to be directed, and must be coerced to perform” “people will apply self-control and self direction in the pursuit of goals; they seek/accept responsibility, are creative and can exercise self- guidance” McGregor William Ouchi “innovation will be fostered if we assign a lot of freedom and trust with workers; workers have a strong loyalty and interest in team working and the organisation” stable employment high productivity high morale high satisfaction
- 31. what motivates people? Maslow hierarchy of needs self actualisation esteem love and belonging safety physiological achieving full potential, creativity, problem solving, being challenged self-esteem, confidence, achievement, prestige, feeling of accomplishment intimate relationships, friendship security, employment stability, resources, safety, salary rest, warmth, food, water self-fulfilment needs psychological needs basic needs
- 33. what motivates people? Clayton Alderfer’s ERG Existence needs Relatedness needs Growth needs satisfaction/progression frustration/regression
- 34. 42% of the global workforce reports being disengaged at work 90% of leaders say employee engagement is essential to their business 75% of leaders don’t have an employee engagement strategy
- 35. motivated team => perks (?)
- 36. perks are nice
- 37. Free candy for the masses… @ Hubspot perks are nice
- 38. perks are nice Be productive… take a nap… @ Facebook
- 39. perks are nice An ever growing selection of Funky nap devices.
- 40. Relax… or at least try to… @ Hubspot perks are nice
- 41. Friday beer techshot @ EdirectInsure perks are nice
- 42. even more beer @ Hubspot perks are nice
- 44. perks are everything not Our brains are programmed to habituate quickly to circumstances. We tend to tune out events that happen repeatedly, no mater how positive. Sometimes, in order to continue enjoying something we love, we need to miss it. Variety and random events are helpful.
- 46. deal with the 6 arm monster… Management 3.0: Leading Agile Developers, Developing Agile Leaders, by Jurgen Appelo
- 47. 1.0 2.0 3.0 moving from X to Z motivation energise people
- 48. energise people moving motivators Management 3.0: Leading Agile Developers, Developing Agile Leaders, by Jurgen Appelo
- 49. energise people kudo walls Management 3.0, Manoel Pimentel
- 51. case valve
- 52. case zappos “We’ve actually passed on a lot of really smart, talented people that we know can make an immediate impact on our top or bottom line, but if they’re not good for the company culture, we won’t hire them for that reason alone” Tony Hsieh, Zappos CEO
- 53. case zappos Social tests “Nice guy” test Service test Response timings 4 weeks in customer support 3K USD offer to leave after 1st week Only 2 to 3% take the offer.
- 55. ec@ spotify
- 57. ec@ facebook
- 58. ec@ facebook Two main key values: Focus on impact + commitment to growth “Move fast and break things” Evolved to “Move fast with a stable infra” (not so catchy) No individual code ownership “There is often no one to impose consistency, even at a granular level, within a single component. Code is likely to age faster.” “There is a lot more opportunity for people to bring up new frameworks or components (that often overlap and compete with existing ones) without providing adequate support and maintenance.”
- 59. ec@ airbnb Autonomy once code is merged engineers deploy their own changes engineers “own their own impact”. “Each engineer is individually responsible for creating as much value for our users and for the company as possible.” When it fails? engineers work with the site reliability team to write a blameless post-mortem https://medium.com/airbnb-engineering/engineering-culture-at-airbnb-345797c17cbe, by Mike Curtis
- 60. ec@ airbnb Career parity Pay scales are parallel. “there’s no compensation advantage for getting into engineering management at Airbnb”. “becoming a manager isn’t about getting promoted; it’s about changing the focus of your work. Managers are facilitators.” https://medium.com/airbnb-engineering/engineering-culture-at-airbnb-345797c17cbe, by Mike Curtis
- 61. ec@ zappos
- 62. ec@ valve
- 65. thanks