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Crash Course: 

Becoming an Agile Manager"
!
"
"Ron Lichty, principal, Ron Lichty Consulting

author, Managing the Unmanageable"
www.RonLichty.com, www.ManagingTheUnmanageable.net "
Ron Lichty,
Managing Software People  Teams	

SOFTWEST
* Addison Wesley published October 2012	

*
Why we wrote:	

* Addison Wesley published October 2012	

*
Rules of Thumb / Nuggets of Wisdom*	

* 300 in the book
6	

The Problem: 
Where Is the Manager?	

ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne  Doug Shimp)
7	

The Problem: 
Where Is the Manager?

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
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
Agile Learning Labs, Laura Powers
Managers and Agile	

•  A common misconception is that because
of this reliance on self-organizing teams,
there is little or no role for leaders of agile
teams. Nothing could be further from the
truth. 
--Mike Cohn, Succeeding with Agile
Managers and Agile	

•  Roles your team still needs you to play	

•  Roles (and styles) that are inappropriate	

•  Roles that are deprecated	

•  Roles that change, sometimes dramatically	

•  Roles that are new
Managing the Unmanageable:
Rules, Tools, and Insights for Managing Software
People and Teams	

•  Why We Programmers Are Hard to Manage	

•  Understanding Programmers 	

•  Finding and Hiring Great Programmers 	

•  Getting New Programmers Started Off Right 	

•  Managing Down 	

•  Managing Up, Out, and Yourself 	

•  Motivating Programmers 	

•  Establishing a Successful Programming Culture 	

•  Managing Successful Software Delivery
Managers and Agile	

•  Creating an Agile Culture	

•  Supporting Agile Values	

•  Empowering Self-Organization  Excellence	

•  Removing Impediments	

•  Counseling, Coaching and Mentoring	

•  Resource Management
Managers and Agile	

•  Creating an Agile Culture
Managers and Agile	

•  Creating an Agile Culture	

	

McGregor's X-Y Theory	

From: Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams
Managers and Agile	

•  Creating an Agile Culture	

	

Lean-Agile management is the art of leading people, not
managing them... Leading people involves creating the
correct environment, focusing them on the right things,
and trusting them to do their work... 

In Lean-Agile, the manager has two primary
responsibilities: 
• setting the outcomes or goals expected of the team; 
• assisting the doers in creating a better process and
workspace to get their jobs done... 
--Alan Shalloway, Net Objectives
Managers and Agile	

•  Creating an Agile Culture
Managers and Agile	

•  Creating an Agile Culture	

•  Supporting Agile Values	

•  Empowering Self-Organization  Excellence	

•  Removing Impediments	

•  Counseling, Coaching and Mentoring	

•  Resource Management
Managers and Agile	

•  Supporting Agile Values
Managers and Agile	

•  Supporting Agile Values	

	

Methodology	
  You	
  Use	
  
Methodology	
  You	
  Associate	
  with	
  Increase	
  Profits	
  
Agile	
  
Blended	
  (Some	
  Waterfall	
  
and	
  Some	
  Agile)	
  
Lean	
   Waterfall	
  
Agile	
   73.9%	
   13.0%	
   9.8%	
   0.0%	
  
Blended	
  (Some	
  Waterfall	
  
and	
  Some	
  Agile)	
  
31.8%	
   46.2%	
   10.6%	
   6.1%	
  
Lean	
   14.3%	
   0.0%	
   42.9%	
   14.3%	
  
Waterfall	
   15.8%	
   50.0%	
   18.4%	
   13.2%	
  
Don't	
  Know	
   5.3%	
   42.1%	
   26.3%	
   5.3%	
  
From The 2013 Study of Product Team Performance
Managers and Agile	

•  Supporting Agile Values	

	

The Agile Manifesto	

–  We value:	

•  Individuals and interactions over processes and tools	

•  Working software over comprehensive documentation	

•  Customer collaboration over contract negotiation	

•  Responding to change over following a plan	

-- http://agilemanifesto.org/
Managers and Agile	

•  Supporting Agile Values	

	

Value the Agile Manifesto over sets of practices	

–  We value:	

•  Individuals and interactions over processes and tools	

•  Working software over comprehensive documentation	

•  Customer collaboration over contract negotiation	

•  Responding to change over following a plan	

-- http://agilemanifesto.org/
Managers and Agile	

•  Creating an Agile Culture	

•  Supporting Agile Values	

•  Empowering Self-Organization  Excellence	

•  Removing Impediments	

•  Counseling, Coaching and Mentoring	

•  Resource Management
Managers and Agile	

•  Empowering Self-Organization  Excellence	

	

	

When teams self-organize there's still plenty for
managers to do... a managers job is to engineer
the organization so that teams can do their best
work. 
--Esther Derby, co-founder, Scrum Alliance
Managers and Agile	

•  Empowering Self-Organization  Excellence	

	

	

	

Be a damper to the noise. --Joe Kleinschmidt, CTO	

Image ID: 529149, Uploaded to http://www.sxc.hu/photo/529149 by winjohn on May 16, 2006, John Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.uk
Managers and Agile	

•  Empowering Self-Organization  Excellence	

	

	

	

From Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams, by Mickey W. Mantle and Ron Lichty
Managers and Agile	

•  Creating an Agile Culture	

•  Supporting Agile Values	

•  Empowering Self-Organization  Excellence	

•  Removing Impediments	

•  Counseling, Coaching and Mentoring	

•  Resource Management
Managers and Agile	

•  Removing Impediments	

Managers are still needed. Not so much for
their planning and controlling ability, but for
the important job of interfacing on the team s
behalf with the rest of the organization. 
--Diana Larsen, co-author, Agile Retrospectives
Managers and Agile	

•  Removing Impediments	

	

Ensure slack: slack is critical to throughput	

	

100% capacity results in bottlenecks	

--photo (c) Bud Adams, SXC, www.aimpgh.com
Managers and Agile	

•  Creating an Agile Culture	

•  Supporting Agile Values	

•  Empowering Self-Organization  Excellence	

•  Removing Impediments	

•  Counseling, Coaching and Mentoring	

•  Resource Management
Managers and Agile	

•  Counseling, Coaching and Mentoring	

Photo by Esti Alvarez, Some rights reserved, http://www.Flickr.com/photos/esti/4638056301/
Managers and Agile	

•  Creating an Agile Culture	

•  Supporting Agile Values	

•  Empowering Self-Organization  Excellence	

•  Removing Impediments	

•  Counseling, Coaching and Mentoring	

•  Resource Management
Managers and Agile	

•  Resource Management	

	

	

Always be recruiting!	

--Mickey Mantle and Ron Lichty, 
Managing the Unmanageable: Rules, Tools, and Insights for
Managing Software People and Teams
Managers and Agile	

•  Resource Management	

	

	

Always be recruiting!	

	

Deal with problem employees
Managers and Agile	

•  Critical to agile transformational success	

•  Key roles in agile	

•  Engage managers	

•  Clarify managerial roles
Ron Lichty Consulting	

•  Mentoring and Coaching and Consulting:	

–  http://ronlichty.com	

•  The book: 
Managing the Unmanageable: 
Rules, Tools  Insights for Managing Software People  Teams	

–  http://ManagingTheUnmanageable.net	

•  The study: 
2013 Study of Product Team Performance 	

–  http://ronlichty.blogspot.com 	

•  Training: forthcoming:	

–  The Agile Manager 	

–  Managing Software People and Teams
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron Lichty

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