XP2011 - agile management tutorial

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Agile Management
Leadership on an Agile environment


Ángel M edinilla!


Ground
Rules


"What" ain't no
country I ever
heard of! They
speak English in
"What"?

Speak English (and help me do so!)

**
*

Mmmmm…
Lunchtime…


Disclaimer:


Disclaimer:

You (probably)


Disclaimer: Unintended audience
(but of course you
are welcome )

You (probably)


Disclaimer II:


“The Tao that can be expressed is not the eternal Tao” -
Lao Tzu, Tao Te Ching


Enough for a start…


Management vs. Leadership


The elephant problem

Two main problems

 Overused terms
 The fourth-dimensional problem


Overused Terms


Management


Management
 Establish a vision, communicate
purpose
 Determine goals (productivity,
quality, innovation…)
 Align efforts with goals
 Design & execute strategy
 Deal with clients and investors
 Coordinate, synchronize, mediate
 Assign resources
 Allocate costs
 Establish context, rules, constrains
and boundaries


Management
 Structure growth: hire, fire,  Create and sustain a
organize… Corporate Culture
 Determine salary policies  Motivate, give credit
 Work at the portfolio level  Drive change
 Improve the system  Train employees


An Agile view of Management

5thAnnual ”State of
Agile Development”
Survey, 2010


Leadership


Let’s go WAY back in time…

Some centuries closer..


Konosuke Matsushita

“Your firms are build on the Taylor model. Even worse,
so are your heads. With your bosses doing the thinking
while the workers wield the screwdrivers, you're
convinced deep down that this is the right way to run
the business. For you, the essence of good
management is getting the ideas out of the heads of
the bosses and into the hands of labour. […] the
continued existence of firms depends on the day-to-day
mobilisation of every ounce of intelligence".


Konosuke Matsushita

- Dictatorial managers won’t feel the need of employees
with decision making skills. Moreover, he will not take
the time or trouble to develop their talents. He wants
people to simply follow his orders, nothing more.
- It is quite impossible for even a superior manager to
do an adequate job solely on the basis of his limited
individual capacities. His limited perception and
knowledge will never let him understand the realities of
the problems facing him or the true nature of
management
- Corporate ruin is the penalty to be paid by any
company that cannot collect and develop a talented,
cooperative work force. It is indispensable to collect
wisdom from many sources.


Leader: guide and role model

Leaders

“You must be the change you want
to see in the world.”
- Gandhi


Lean Leadership

“The fundamental principle of successful management
is to allow subordinates to make full use of their ability”

Kaoru Ishikawa, quoted by M. Poppendieck

Invisible and dispensable

“A leader is best when people barely know he exists, when his work is
done, his aim fulfilled, they will say: we did it ourselves.” – Lao Tzu

Leadership

” If you want to build a ship, don't
drum up people to collect wood
and don't assign them tasks and
work, but rather teach them to
long for the endless immensity of
the sea.”

-Antoine De Saint-Exupery


Agile


1. Satisy your customer: early and continuous delivery
2. Adapt to change, even on late stages
3. Deliver working software frequently
4. Work together with business people daily
5. Motivation: environment and trust
6. Face to face communication
7. Measure working software
8. Sustainable pace
9. Technical Excellence
10. Simplicity
11. Self-organization
12. Continuous improvement


Agile101
Estimate

Ouch!
R1.0 ¿R2.0?
Estimate BV

Replan R1.0 ¿R2.0? t

Agile101
- Self-organized, Motivated team
Estimate - Working on a sustainable pace
- Collaborates with customer and
business people daily
- Communicates face to face
- Strives for technical excellence
- Reflects on how to improve,
Ouch! eliminates waste

R1.0 ¿R2.0?
Estimate BV

Replan R1.0 ¿R2.0? t

Agile101
Values

Principles

Processes Practices

Roles Artifacts

Tools


The fourth-dimensional problem


The evolution of the Scrum Master
“The Scrum
guy”
ScrumButt Scrum Agile Nirvana

- Schedule
meetings
- List
impediments


“The Scrum “Scrum
guy” Mom”

- Schedule - “I’ll take care of that”
meetings - Moderator
- List - Diagnoses &
impediments Decides
- Directly removes
impediments
- Team interface
- Evades conflict
(artificial harmony)
- Does not really trust
the team, still bossy


“The Scrum “Scrum True Scrum
guy” Mom” Master

- Schedule - “I’ll take care of that” - Trainer, mentor
meetings - Moderator - Facilitator
- List - Diagnoses & - Motivator
impediments Decides - Team gardener
- Directly removes - Involves everyone
impediments - Progressively delegates
- Team interface - Collaboration
- Evades conflict - Innovation
- Deals with Conflict
- Change agent
- Agile evangelist
- Leader

“The Scrum “Scrum True Scrum Scrum Sensei –
guy” Mom” Master Agile Coach

- Schedule - “I’ll take care of that” - Trainer, mentor - Listen
meetings - Moderator - Facilitator - Master silence
- List - Diagnoses & - Motivator - Ask
impediments Decides - Team gardener - Be a mirror
- Directly removes - Involves everyone
impediments - Progressively delegates
- Team interface - Collaboration
- Evades conflict - Innovation
- Deals with Conflict
- Change agent
- Agile evangelist
- Leader

“The Scrum Scrum Sensei –
guy” Agile Coach
ScrumButt Agile Nirvana

- Schedule - Listen
meetings - Master silence
- List - Ask
impediments - Be a mirror



Decide Sell Consult Participate Advice Inquire Delegate



Estimate
stories
Sprint
Length
Definition
of done
Team
composition
Business
strategy



Estimate
TEAM
stories
Sprint SM
Length
Definition PO
of done
Team Manager
composition
Business
Manager
strategy


Coach (leader?)
C&C
Estimate
TEAM
stories
Sprint SM
Length
Definition PO
of done
Team Manager
composition
Business
Manager
strategy


Agile Management


The Management 2.0 problem:
Values

Principles

Processes Practices

Roles Artifacts

Tools


The Nummi Plant experiment
General
Toyota NUMMI
Motors

 Assembly Hours per Car 31 16 19
 Assembly Defects per 100 Cars 130 45 45
 Assembly Space per Car 0,75 0,45 0,65
 Inventories of Parts ( Average ) 2 weeks 2 hours 2 days
 Space used for Rework 15% none 7%
 Absenteeism 15% none 1,5%


The struggle with
Taylorism


Generation Bottleneck

 Command & Control
 Measure, audit
 Diagnose, fix
 Tell people how things should be
done, micromanage
 Office politics
 “if it ain’t broke, don’t fix it”
 Keep people busy (“busyness”)
 Constantly change priorities
 Terrorize


New kids on the block


We had management in engineering. And
the structure was tending to tell people, “No,
you can't do that." So Google got rid of the
managers. Now most engineers work in
teams of three, with project leadership
rotating among team members. If something
isn't right, even if it's in a product that has
already gone public, teams fix it without
asking anyone.

For a while, I had 160 direct reports. No
managers. It worked because the teams
knew what they had to do. That set a
cultural bit in people's heads: You are the
boss. Don't wait to take the hill. Don't wait to
be managed.

And if you fail, fine. On to the next idea.
There's faith here in the ability of smart,
well-motivated people to do the right thing.
Anything that gets in the way of that is evil."

Change!


Management 3.0


Management 3.0

A software team is a
self organizing
system: support it,
don’t obstruct it

Agile Managers work
the system around the
team, not the people
in the team

http://www.slideshare.net/jurgenappelo/what-is-agile-management

Agile Management
 Implement an Agile framework
 Focus on maximizing value and eliminating
waste: know and limit workload,
concentrate on flow, lead time and delivery
 Continuous improvement: system vision,
spot bottlenecks, remove impediments,
improve everything
 Teamwork: protect the teams, involve
everyone
 Self-organization: empowerment,
ownership, progressive delegation, move
decission making the closests to the team
as possible


“Information Technology is 80% psychology and
20% technology. ”

– Jeff De Luca, autor de FDD (2000)

“What are you managing? The only thing you
really manage here is your employees. End
of story.."

– Stefan Falk, VP Strategic Business
Innovation (2002)


Oh, wait, wasn’t that HIS role?


Exercise: Coach
Drive change Motivate

Rules Workload

Implement Agile Portfolio Lead Constraints
Train
Evangelize
Listen Boundaries Remove impediments
Agile ground-rules
Protect the team Define & empower
Supra-structures Team development
corporate culture
Mantain & enforce
Goals Individuals corporate culture
Coordinate Structure
Teams
Resources Systemic vision
Hiring / Firing Conflicts

Salaries, bonus
Mentor
Agile tools
Context

Manager SM / Agile Coach

!
Portfolio Train
Workload Implement Agile Evangelize

Structure Remove impediments Agile ground-rules
Motivate
Supra-structures Protect the team Team development
Mentor
Listen Maintain process
Boundaries Coordinate Coach
Goals Drive change
Constraints Agile practices
Context
Resources Systemic vision
Hiring / Firing Teams Conflicts Individuals Agile tools

Salaries, bonus Lead
Rules
Define & empower Mantain & enforce
corporate culture corporate culture

Manager SM / Agile Coach

Three subjects for this session

 Motivation
 Self organizing teams
 Agile structures


Three subjects for this session

 Motivation
 Self organizing teams
 Agile structures
 Implementing Agile
 Worload / capacity
managent
 Kaizen / improvement
 Coaching / team growing
 Driving change
 …


Motivation


Dan Pink (2009-2010)


Motivation (Pink ++)
 Autonomy  Security (hygiene)
 Clear goals  Labor conditions
 Teamwork  Transparency
 Commitment  Communication
 Empowerment  Tolerance
 Justice

 Mastery
 Skill  Purpose
 Training  Results
 Challenge  Progress
 Positive  Credit
reinforcement  Celebration
 Quality


Steven Reiss, 16 forces (~2000)
 Acceptance, the need for approval
 Curiosity, the need to learn
 Eating, the need for food
 Family, the need to raise children
 Honor, the need to be loyal to the traditional values of one's clan/ethnic
group
 Idealism, the need for social justice
 Independence, the need for individuality
 Order, the need for organized, stable, predictable environments
 Physical activity, the need for exercise
 Power, the need for influence of will
 Romance, the need for sex
 Saving, the need to collect
 Social contact, the need for friends (peer relationships)
 Status, the need for social standing/importance
 Tranquility, the need to be safe
 Vengeance, the need to strike back/to win


Jurgen Appelo, 16 forces (~2010)
 Acceptance, the need for approval
 Curiosity / mastery , the need to learn
 Eating, the need for food
 Family, the need to raise children
 Honor, the need to be loyal to the traditional values of one's clan/ethnic
group
 Idealism / purpose, the need for social justice
 Independence / autonomy, the need for individuality
 Order, the need for organized, stable, predictable environments
 Physical activity, the need for exercise
 Power, the need for influence of will
 Romance, the need for sex
 Saving, the need to collect
 Social contact, the need for friends (peer relationships)
 Status, the need for social standing/importance
 Tranquility, the need to be safe
 Vengeance, the need to strike back/to win


Synthesis
 Curiosity / mastery
 Idealism / purpose, honor
 Independence / autonomy, power
 Order, Tranquility, Saving (security)
 Social contact, acceptance, status


Exercise: how to improve
 Curiosity / mastery
 Idealism / purpose, honor
 Independence / autonomy, power
 Order, Tranquility, Saving (security)
 Social contact, acceptance, status


Don’t demotivate!

(anti-patterns)


Fear


Irrational (emotional) responses

Evil

Mixed Signals


Resources Pool


Give Hell


Micromanagement


Pression & Overcommitment


Divide and set against

Zero-sum games

Office politics

Information control

Talibans & Zealots


Broken promises

Decide
Diagnose
Fix and Solve

Self-organization


Semco
 Self-organized, self managed divisions
 No human resources department, no secretaries
 All workers set their own hours
 People decide what they want to work on: no career
plan, no job descriptions
 People decide their salary. Salaries and expenses are
openly shared.
 Everyone shares in the profit
 Teams hire their managers
 Hiring and firing are democratically decided
 Two free chairs at Board for any employee
 CEO role rotates every six months amongst six
counselors
 The owner’s office has been moved twice without his
approval

“Possibly the most controversial initiative in Semco is to let employees
set their own salaries. So called “experts” will rapidly show their
narrow knowledge of human condition, assuming that everyone will try
to, obviously, set the highest possible pay for their selves. Is the same
argue we hear about letting people set their hours on a “seven day
weekend”: the first idea that will come to your head is that people will
come as late as possible or will never come. But that has never been
our experience. As with self-established salaries.”


Netflix vacation policy and tracking
 Until 2004 we had the standard model of N days per
year
 Meanwhile, we’re all working online some nights and
weekends, responding to emails at odd hours, and
taking an afternoon now and then for personal time
 An employee pointed out, “we don’t track hours worked
per day or per week, so why are we tracking days of
vacation per year?”
 We realized we should focus on what people get done,
not how many hours or days worked. Just as we don’t
have an 9-5 day policy, we don’t need a vacation policy.
 So Netflix Vacation Policy is “there is no policy or
tracking”
 “There is also no clothing policy at Netflix, but no one
has come to work naked lately.” – Patty McCord, 2004


Self-
 Ownership : improvement is not
only managerial stuff. Managers
must ensure improvement takes
place.
 Empowerment: team
progressively owns more
authority to take decissions in
order to achieve the goals set.
They are responsible and
accountable for performance and
success on that goals.
 Delegation does NOT reduce the
amount of authority, responsibility
or accountability of managers


Is this anarchy?


The gardener metaphor

Henrik Kniberg, “The Manager’s Role
in Scrum” - Scrum Gathering 2007

Jurgen Appelo, “The purpose of
Leadership” (~2010)


Alignment
 Self-organization can
produce unwanted results
 Mafia
 Al-Qaeda
 A context is needed to align
self-organization with
corporate goals
 Context is enforced by
boundaries and constraints
 Authority still exists


Good context

• Clearly related to company or
functional goals
• Relative priority established
• Quality / precision / refinement
level defined
• Key stakeholders
• Key metrics
• Definition of done / success


Netflix on context

 Managers: When one of your talented people
does something dumb, don’t blame them.
Instead, ask yourself what context you failed to
set.
 Managers: When you are tempted to “control”
your people, ask yourself what context you
could set instead - Are you articulate and
inspiring enough about goals and strategies?
 High performance people will do better work if
they understand the context


Exercise

 Form teams (Aye!)
 Discuss something dumb
your teams did (decide wich
is the most dumb or funny
story ) – 5 min
 Try to set a context on that –
what should’ve been told to
the teams that wasn’t clearly
defined? – 3 min
 Debrief (2 min)


Agile Structures


Organizational Anti-Pattern

?

? ? ?


Scrum 101
Stakeholders
Product Owner Team

?

Sprint
Backlog
Scrum
Master

Product Backlog

Scrum structure / same product

?

? ?

? ?


Agile Hyper-specialists?


Skills Matrix


Scrum structure / same product

?

? ? ?

? ?


Organizational anti-pattern

? ?


Support teams
 Scattered knowledge
 Demotivation
 Care less about quality (“eat
your own dog food”)
 Repetitive errors (waste)
 Only advantage: protect the
team (can be solved using
Scrumban or rotating support
members)
 Many of this considerations are
applied to core / infrastructure
teams


Scrumbam
Sprint Burn-down:

Pending Selected. Dev. Valid. Integration Done!
SPRINT

Release Plan:

Fire!
PRIO
ASAP

Buffer Burn-up:


Scrum structure / several products -
clients

?

? ?

? ?


Organizational anti-pattern

?

? ?

? ?


Organizational anti-patterm

?

? ?

? ?


Communities of practice

?

? ?

? ?


Communities of practice
 Standards and policies
 Tools
 Dependencies, coordination
 Best practices, lessons learned
 R&D, training
 Interviewing, hiring
 Relationship and interaction with
other communities
 Distributing resources amongst
teams


Criteria for Scrum / Agile structures
 Customer orientation
 Assign projects to teams, not
tasks to people or people to
teams
 Cross-functional teams
(concept to cash)
 Specialist with a tendence to
overlap knowledge
 Feature teams better than tech
teams / silos
 Self support better than
support team


“No, we can’t…”
 Are there any real impediments
beyond “change is hard?”
 Define if this impediments are not
in fact corporate dysfunctions to
be solved
 If they are not, try to start
wherever you are and use
kanban: evolve from there
 If “you can’t” do Kanban that
means there’s no value stream –
Danger!
 If you’re still there after a few
months, maybe Agile is not for
you – Admit it, and move on!


Conclusions


Conclusions
 Command and Control kills Agile, and shouldn’t be used on a
knowledge based, creativity dependant environment
 Agile Management cares about flow, value, change, improvement,
but also about teams, motivation and self-organization.
 Motivation of knowledge workers is deeply tied to security, autonomy,
mastery, purpose and social acceptance.
 Leadership sets a role model, a purpose, a vision and takes the first
step. There are many kind of leaders, and they don’t necessarily
need authority.
 Managers work with Scrum Masters / Team Leaders / Agile Coaches
to protect the teams and allow them use their skills to the maximum.
 Autonomy is key for motivation and self-organization. Autonomy must
be obtained by the means of progressive delegation, good context
and goal setting. Managers work the system around the team.
 Most Agile structures favor feature / cross-functional teams and single
entry point for work / prioritization

Thank you and…
BLOG IT!!

angel.medinilla@proyectalis.com

http://creativecommons.org/
licenses/by-nc-nd/3.0/

This presentation is based upon
the ideas and work of many
people. And while I’ve tried to
recognize copyrights and give
credit and attribution where
possible, I cannot possibly list
them all, so if you feel like
there’s something that should be
added, changed or removed
from this presentation, please
drop me an e-mail at
angel.medinilla@proyectalis.com

Special thanks for this one to Jurgen
Appelo and Mary Poppendieck.


XP2011 - agile management tutorial

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