This document discusses how the role of line managers needs to transform when adopting Agile methods. In traditional roles, line managers focused on people, processes, and tools, but in Agile they need to shift to a mindset of facilitating team collaboration and getting out of the way. Their role becomes coaching and mentoring the self-organizing team to deliver faster. The transition requires an open mindset and letting go of preconceived notions. Key aspects of the transformed role include acting as a pig to remove impediments, focusing on communication and feedback over status reporting, and prioritizing the team over individuals through frequent one-on-ones. Adopting Agile values like focusing on people and collaboration helps line managers effectively

1. www.scrumindia.i
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Line Managers – A Changing Role in Agile
Pankaj Kanchankar
Date ScrumIndia.In Proprietary Information 1
Name

2. Agenda
Line Managers & their Role
Transforming the role
Transitioning to the new Role

3. Line Managers
Traditional Line Managers
Practice / Vertical Heads

4. Activity 1
A day in the life of a Line Manager
On the sheet on your table draw a fictitious timeline for a day
of a Line Manager
Time: 10 mins

5. Traditional Role of Line Managers
People
Process
Administration & Tools

6. What Agile says to managers?
Create a clear vision
Establish appropriate boundaries
Facilitate team collaboration
And then, get out of the way!

7. What this means for team?
Self Organizing Teams of Empowered Employees
Increased collaboration
Incremental and Iterative work
• Fast feedback
Adaptive Planning

8. What this leads to?
Feeling of being “Left Out”

9. Issues / Symptoms Observed
Turf wars for people, processes, tools
Team gets conflicting messages
Team collaboration is reduced

10. SO… Are managers irrelevant in Agile?
NO
You still need Leadership
However…

11. The Role needs to
TRANSFORM…

12. How the Role can be relevant?
Agile mindset to
management
Helping the team to deliver
better & faster

13. Activity 2
A day in the life of an Agile Line Manager
On the sheet on your table draw a fictitious timeline for a day
of a Line Manager with Agile Mindset
Time: 10 mins

14. The Transformed Role
Light on Decision making
Coaching & mentoring
Fostering learning & sharing

15. How to make this transition?

16. Mindset Change
Open your mind
Suspend Mental Models
Let Go

17. What is a Mental Model?

18. Mental Model
I take actions based
on beliefs
Update beliefs about the
world
I draw Conclusions
Reflexive Loop
I make Assumptions based on meaning
I add meaning (Cultural & Personal)
I select data from what I observe
Observable Data & Experience

19. Activity 3 - Mental Model
Write & share your mental model about any colleague or team

20. Leadership with a Twist
Managers are working for the team
• Team has everything they need to deliver
• Accept hard truths
• Trust your teams
• Encourage experimentation and innovation
There is no harm in being a “Pig”

21. Lead with Agile Values

22. Remove Impediments
Move away from status reporting to
asking “How can I help?”
• Organizational
• Physical
• Resources / Infra & tools
• Team / Personnel
• Reduce WIP

23. Coaching and Mentoring
Communication & Collaboration
Team over individual
Frequent One-on-ones
Team
• Feedback
• Conflict resolution

24. Questions?

25. Suggested Reading and References
“Behind Closed Doors – Secrets of Great Management”
- by Johanna Rothman and Esther Derby
“The Fifth Discipline”
– by Peter Senge
“Agile Project Management”
- by Jim Highsmith
http://www.allaboutagile.com/10-things-agile-executives-
need-to-do-differently/ - by Kelly Waters

26. Thank you!
ThoughtWorks is a global custom software solutions consultancy trusted by
many of the world’s leading businesses with their most complex and critical
systems. We deliver consulting grounded in delivery expertise, build custom
applications and help organizations across all market sectors to drive IT
efficiency – working to an exceptionally high standard.
Pankaj Kanchankar
pankajk@thoughtworks.com
@pkanchankar