The document discusses three forms of leadership depicted in stories of King David - David and Goliath which shows extraordinary leadership, David and Bathsheba which shows a disputed form of leadership with authority, and David and Saul which shows emerging leadership overthrowing authority. It then discusses different types of authority, power, and leadership that Scrum Masters must navigate, including protecting team boundaries and facilitating complex systems. The roles of Product Owners and team dynamics are also examined.
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Three Forms of Leadership Authority in David's Tales
1. Authority, Leadership
and Power
Scrum Masters’ Tales
Ilan Kirschenbaum
Agile coach and co-founder @ practical-agile
twitter: @kirschi_
email: ilan@practical-agile.com
blog: http://fostnope.com
Company site: www.practical-agile.com
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2. David and
Goliath
Extraordinary form of
leadership
With what kind of
authority?
Osmar Schindler (1869-1927): David und Goliath, 1888
Source: Wikipedia, http://en.wikipedia.org/wiki/Goliath
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3. King David &
Bathsheba
Disputed form of leadership
with unquestionable
authority
Bathsheba in her bath- Pablo Veronese
Source: Wikipedia, http://en.wikipedia.org/wiki/Bathsheba
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4. David and
Saul
Emerging leadership
overthrowing authority
Julius Kronberg David och Saul
Source: Wikipedia, http://en.wikipedia.org/wiki/Saul
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5. Three powerful forms of leadership
Three distinctively different types of
authority
Three styles, one person in different
roles
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6. Who is Ilan?
•S/W Engineer
•20 years in s/w (developer,
architect, product manager and
other roles)
•Father
•Agile coach
•Blogger
•Co-Founder at “Practical-Agile”
•Co-Organizer of “Agile
Practitioners IL” group
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7. In Search of the
Perfect Scrum Master
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11. Authority
Authority from above
Authority from within
Authority from below
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12. Authority from above
David, in David and Bathsheba
Permission given by legal right or by
an organization or manager
This is what we usually mean when we
say Authority
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13. Authority from within
David, in David and Goliath
The inner conviction to be able to
perform a task
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14. Authority from below
David, in David and Saul
The permission given by subordinates
and peers
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16. Power: The observation and
manipulation of task, time, space &
resources to influence others for action
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17. Power, Authority & Language
You must ... How about ...
You failed to do We made a
your task mistake
I decided to ... We need to decide
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21. Dave Loper
The Team Sam Moss
Where does the Scrum Master go?
Kew Aye
Dotty Net
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22. The Team Sam Moss
Where does the Scrum Master go?
Kew Aye Dotty Net Dave Loper
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23. The Team
Where does the Scrum Master go?
Sam Moss
Kew Aye Dotty Net Dave Loper
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24. The Scrum Master operates in the
boundary between
what’s in the team
what’s outside the team
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25. The scrum master protects the
boundaries:
Task
Time
Space
Resources
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26. The scrum master protects the
boundaries:
Task - backlog, DOD, priorities, ...
Time - ceremonies, sprint, ...
Space - ceremonies, team room, ...
Resources - members, systems, ...
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27. The Scrum Master protects the team
From the world outside
From itself
This, with respect to task, time, space,
and resources
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30. The boundaries are a range, not a thin
line
Start from a familiar “ordered” system
Evolve to the complexity model
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31. Tuckman’s model of
team development
Performing
Forming
ing
rm
St
No
or
m
in
g
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32. Tuckman’s model of
team development
Performing
Maintain the
complex system
Forming Observe
ing
emerging
Educate on boundaries
Scrum while rm
Make sense of
respecting
St
No
boundaries with
existing process
or
emerging
m
norms
in
g
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33. Leadership through Authority and Power
Within
Within
Within
Above
Above
Above
Power
Power
Power
Below
Below
Below
Authority Authority Authority
Performing
Maintain the
complex system
Forming Observe
ing
emerging
boundaries
Educate and rm
use existing Make sense of
St
No
process boundaries with
or
emerging
m
norms
in
g
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34. Dave Loper is an experienced Java developer.
Since starting Scrum he feels he is working
too hard; the other team members are not up
to scratch; there are too many meetings
Kew Aye is a tester in the same team. Since
starting Scrum she feels she lost the big
picture; she is way too busy towards end of
sprint; her opinion is not heard
What should Sam Moss, the SM, do?
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36. The Team
Where does the Product Owner go?
Sam Moss
Kew Aye Dotty Net Dave Loper
Pete Owen
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37. The Team
Where does the Product Owner go?
Sam Moss
Kew Aye Dotty Net Dave Loper
Pete Owen
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38. The Product Owner also operates in the
boundary between
what’s in the team
what’s outside the team
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39. The Product Owner defines the boundaries
of the task
What do to (user stories)
When to do it (priorities)
How to validate it (Acceptance Criteria,
DoD)
How to react to changes (Grooming)
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40. The Scrum Master and Product Owner
mutually work on
What to do
How to do it
Reacting to emerging changes on
task, time, space & resources
Who does what
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41. A good Product Owner
exercises mostly Authority From
Within - through unique knowledge
Within
Above
Power
Below
Builds authority from below
Authority
exercises power by making tough
decisions on scope (task)
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42. Pete Owen is a veteran Product Manager.
Since moving to Scrum he is
overburdened with team meetings, and
has little time to do his ‘real’ work.
Sam Moss, the Scrum Master, asked
Pete to meet daily 5 minutes before the
Daily Stand-up to focus on the #1
priority for the day.
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44. The Team
Where does the Team Leader go?
Sam Moss
Kew Aye Dotty Net Dave Loper
Terry Lopez
Pete Owen
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45. The Team
Where does the Team Leader go?
Sam Moss
Kew Aye Dotty Net Dave Loper
Pete Owen
Terry Lopez
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46. The Team
Now there are two teams
Sam Moss
Kew Aye Dotty Net Dave Loper
Pete Owen
Terry Lopez
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47. Two’s company, Three’s a crowd
The team beyond the development team
needs to manage its own boundaries
Build mechanism to influence task,
time, space and resources
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48. This management team deals with:
Task: Coding standards; Vacations;
Upper management requirements
Time: Its own regular and irregular
meetings
Space: Sitting arrangements (PO, SM,
TL); Meeting place
Resources: Dev team; systems; ...
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49. Example for possible mechanisms
(PO, SM, TL) retrospect regularly
(PO, SM, TL) meet daily, just before/
after the dev-team standup
Phase out the TL role
Reshuffle the teams
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50. Managing boundaries (and not people)
requires a different type of leadership
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51. This kind of leadership assumes
Develop authority from within
Encourage authority from below
Dampen authority from above
Observe sources of power, and adjust
to this framework
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52. It’s like moving to a new country, where
you don’t know the language and
culture.
Known assumptions may appear
inadequate
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54. Good Scrum Masters
Lead the team to become self
managed, accountable and
productive.
Inspire the Scrum team to live by the
Agile values and principles, and the
Scrum framework.
Servant, will do whatever is needed to
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57. References:
Authority, power and leadership. Anton Obholzer, The Unconscious At Work, Routledge 1994, ISBN
0-415-10206
The organization of work. Vega Zagier Roberts, The Unconscious At Work, Routledge 1994, ISBN
0-415-10206
http://www.ofek-groups.org/index.php? הרהורים בנושא גבולות - תיאוריה ויישומה, תיאוריה ויישומה. גבי בונויט
option=com_content&task=view&id=41&Itemid=65
The Official SCRUM Rulebook, Ken Schwaber & Jeff Sutherland http://www.scrum.org/Scrum-
Guides
Bruce Tuckman, Tuckman’s stages of group development http://en.wikipedia.org/wiki/
Tuckman's_stages_of_group_development
Videos:
Reebok Terry Tate Commercial http://www.youtube.com/watch?v=tbSpAsJSZPc
Dave Snowden, How to organise a children’s party http://www.youtube.com/watch?v=Miwb92eZaJg
Derek Sivers, weird or just different, http://www.ted.com/talks/
derek_sivers_weird_or_just_different.html
Images:
Osmar Schindler (1869-1927): David und Goliath, 1888, Source: Wikipedia, http://en.wikipedia.org/
wiki/Goliath
Bathsheba in her bath- Pablo Veronese, Source: Wikipedia, http://en.wikipedia.org/wiki/Bathsheba
Julius Kronberg David och Saul, Source: Wikipedia, http://en.wikipedia.org/wiki/Saul
Friday, December 28, 12