Bridging the Management Gap - XP Days
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This is the presentation I have at XP Days where I discussed the reasons for the gap between organizational leaders and agile coaches / consultants. I also address actions that the agile community & coaches could take to bridge this gap.
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Bridging the Management Gap - XP Days
- 1. bridging the management gap Tiago Garcez 30/11/2012
- 2. agile coach & change agent but what am I changing?
- 3. 1. what is the “management gap” ? 2. what does an Agile organization look like ? 3. how can we bridge that gap ?
- 4. 1. what is the “management gap” ? 2. what does an Agile organization look like ? 3. how can we bridge that gap ?
- 5. Org. Leadership Middle Management Delivery & Support Vision & Goals Processes & Plans Delivery is it a hierarchical gap? Agile Coaches & Consultants
- 6. Delivery & Support Vision & Goals Processes & Plans Delivery The Gap is it a hierarchical gap?
- 7. Collaboration Transparency People Organizational Leaders or is it a communication gap? Agile Coaches & Consultants
- 8. Organizational Leaders Speed & Efficiency Increased Controls Lower Costs or is it a communication gap? Agile Coaches & Consultants
- 9. Organizational Leaders WTF?!? or is it a communication gap? Agile Coaches & Consultants
- 10. Organizational Leaders The WTF Gap or is it a communication gap? Agile Coaches & Consultants
- 11. we know how to fix these gaps though
- 12. communication: collaboration, transparency & social norms hierarchical: top-down change
- 13. is there still another, even deeper gap?
- 14. let’s back up a little
- 15. mule jenny and the revolution
- 16. two interesting questions emerging
- 17. what happens without central control? Thomas Hobbes solitary, poor, nasty chaos David Hume spontaneous order
- 18. Adam Smith can spontaneous order be productive? it is even more productive!
- 19. the rise of the large corporations economies of scale scientific management division of labor processes
- 21. two new challenges emerge
- 22. how can you thrive in a competitive market?
- 23. how can you thrive in a competitive market? the birth of corporate strategy Bruce Henderson Boston Consulting Group
- 24. can you mass produce with flexibility & quality?
- 25. can you mass produce with flexibility & quality? just-in-time quality eliminate waste people Taichi Ohno Toyota
- 26. a new paradigm is emerging knowledge economy
- 27. (enter Agile)
- 28. what is an agile organization? how is it structured?
- 29. Agile Product Owner Story Points Product Backlog Priorities Sprints Continuous Improvement Continuous Delivery Collaboration Flexibility RoI ValueWorking Software People Teams Self-ManagementCommitments Velocity Value Stream Retrospectives Scrum XP BDD TDD Acceptance Criteria Autonomation Toyota Lean Kanban Transparency Respect Craftsmanship Quality Testing User Stories
- 38. Bureaucratic Large Organizations Small enterprises Non-standardized Global Corporations Creative Organizations Niche Competitor Local Business Industrial Revolution today a leader... ... tomorrow a follower Adhocratic Flat Hierarchical Bureaucratic Rigid Giants Structured Self-Management Democratic Corporations Agile Enterprises Knowledge Economy
- 39. paradigm shift = “management gap”
- 41. ?
- 42. 1. what is the “management gap” ? 2. what does an Agile organization look like ? 3. how can we bridge that gap ?
- 43. let’s take a closer look at this
- 45. what forces are at play here?
- 48. Adhocratic Flat Hierarchical Bureaucratic Emergent Leadership PEOPLE Collaborative & Learning PROCESS
- 49. how do some market leaders stack up?
- 51. what’s life like on the upper-right?
- 52. what’s life like on the upper-right? no bosses define your own salary experimentation is encouraged transparency democratic teams freedom as part of company’s DNA responsibility
- 53. change, down in the trenches
- 55. best practices adopted at team level: sprints, backlogs, taskboards, CI, ... hierarchical gap: no support from senior management no significant organizational change: but best practices remain
- 58. application teams: entire application teams working full-time in Scrum good start: initiative supported at the director level resistance to change: once we moved beyond development teams, resistance to change starting creeping up Source: Forrester
- 60. how did the paradigm gap manifest itself?
- 61. “they just don’t get it”
- 62. “fire the managers and this might work...”
- 63. “the agile enterprise is a myth”
- 64. but... hold on
- 65. why does this keep happening?
- 66. maybe we’re also guilty of creating this gap?
- 67. ?
- 68. 1. what is the “management gap” ? 2. what does an Agile organization look like ? 3. how can we bridge that gap ?
- 69. to understand, let’s take a look at our market “our market” = Agile coaches & consultants
- 70. (a) what are we selling ? (b) how are we selling it ? (c) how are we delivering our services ? (d) how are we growing ?
- 71. (a) what are we selling?
- 72. professional services the art formerly known as “consulting”
- 73. dogs Market
- 75. Market
- 76. Share LOWHIGH LOW HIGH Market Growth Rate Trainings Certifications Tools Publications? Agile Beyond Software? Agile Consulting/ Coaching Outsourcing
- 81. (b) how are we selling?
- 83. ... and a whole lot of pimping
- 84. pimping?
- 85. our “outside in” initiative will focus on time-to- market and flexibility! line manager org leader
- 86. I heard about scrum, 1 or 2 pilots should show results!
- 87. but we need some help here...
- 88. (enter the “vendor”) hey baby
- 89. “vendor” I’ve got CSPs, CSCs, PMPs, CSPOs, CSMs I can even hook you up with a PMI ACP, you know, if you’re into that kinda stuff...
- 90. pimp
- 94. whose objectives are met in this model?
- 95. pimp
- 98. is this an agile engagement model? why do we accept it then?
- 99. (c) how are we delivering our services?
- 100. ikea agile
- 101. ikea agile not started in progress done bjorgsjö taskboard färgrik burndown rotvik backlog product backlog varmluft user stories user stories
- 102. ikea agile not started in progress done bjorgsjö taskboard färgrik burndown rotvik backlog product backlog varmluft user stories user stories the agile tooth fairy
- 103. (d) how are we growing?
- 104. Peter Senge David Hume on the shoulders of giants Adam Smith (2,000 years of western philosophy) Henry Ford Karl Marx Taichi Ohno Bruce Henderson Friedrich Hayek Edward Tufte Henri Poincaré Fred Brooks Richard Sennett William Deming Frederick Taylor Max Weber Emile Durkheim Socrates Isaac Newton Henry Mintzberg
- 105. Peter Senge David Hume Adam Smith (2,000 years of philosophy) Henry Ford Karl Marx Taichi Ohno Bruce Henderson Friedrich Hayek Edward Tufte Henri Poincaré Fred Brooks Richard Sennett William Deming Frederick Taylor Max Weber Emile Durkheim Socrates Isaac Newton Henry Mintzberg on the shoulders of confirmation bias
- 106. branching outside our comfort zone
- 109. so, root causes for the gap?
- 110. mis-aligned vision: manufacturing vs. knowledge paradigm pimping: lone gun-slingers vs. professional services ikea agile: there are no silver bullets missing big-picture: we need to reach outside of our comfort zone
- 111. so what can we do about it?
- 112. understand the context align expectations change objectives
- 117. understand the nature of our market consulting, not software development
- 119. what would an agile consultancy look like?
- 122. listen to our clients irony is an agilist saying “that’s not how we do things”* * @davidhussman at Agiles 2009, Florianopolis, Brazil
- 123. think beyond software cross-pollination of ideas
- 124. challenge ourselves with bigger questions
- 125. challenge ourselves with bigger questions how do we educate a workforce for this new paradigm? is agile the best approach for every company? can agile work outside of software? what does an agile enterprise look like? what is the role of management in the knowledge paradigm? agile in different cultures?
- 126. so, actions to address paradigm gap?
- 127. aligned vision: understand the context consulting: no more pimping, rise of the agile consultancies understand problem: listen to our clients’ needs, no ikea agile think big: think beyond software and reaching out
- 128. other actions?
- 129. with great power comes great responsibility what’s stopping us from bridging the gap?
- 130. ?