Business Agility: What is the role of a Manager in an Agile Organization?

2. Silvana Wasitova, CSP
Enterprise Agile Coach
Agile practitioner since 2005, traditional before that
Worked in Canada, USA, UK, Germany, France, Switzerland
Private Swiss Bank

3. What is Agile ?

4. http://www.projectcartoon.com/
4

5. Agile Manifesto - picture

6. Waterfall, Agile and Scrum: Characteristics
When is a project a “Scrum Project” and when is it not?
19-Dec-18 6
Waterfall Agile : Iterative Development
RUP DSDM
Upfront, Detailed Emergent Design
Linear hand-offs:
Dev then QA
Cross-functional &
collaborative: Dev & QA
Formal process,
implemented at end
Welcomed,
prioritized vs. backlog
At beginning and
at delivery Throughout cycle
Scrum
• Daily “standup” status checks ≤ 15mins
• Delivery rhythm in iterations (Sprints)
• Demo & Retrospective at end of ea. Sprint
 Continuous Improvement
XP: eXtreme
Programming
• Automated Tests
• Pair Programming
• Automated / Continuous Builds
• TDD: Test-Driven Development
• Continuous Deployment
Teamwork
Change
Requests
Customer / User
Involvement
Specifications
Scrum is the most popular Agile method:
74% of Agile practitioners

7. https://speakerdeck.com/lfittl/we-built-it-and-they-didnt-come
Risk Management

8. Scrum vs. Waterfall
8© Itecor all rights reserved
Waterfall Scrum
Freezes scope, estimates schedule
At beginning and end
Build “everything in the specs”
Design all features up front
Linear path across phases
“Big Bang” at end
Separate phase, after development
High
Defined up front, rigid
Up front and exhaustive
At phase-handoffs
Approach
Client Involvement
Scope
Design
Development
Delivery
Testing
Cost of Change
Requirements
Documentation
Team Communication
Freezes schedule, estimates scope
Frequent collaboration
Build what client really needs, by priority
Emergent design of few features per iteration
Iterative, incorporate learning
Frequent, small increments
Continuous functional & unit testing inside
iterations
Allow changes up to “last responsible moment”
Low
Document only what is built, as needed
Continuous, cross-functional

9. Is this Agile?
- Partly YES
- But….
Need to refactor
for a better, more lasting,
more sustainable solution!

10. The Agile Mindset

11. Self Organize

12. Resilient

13. The New Management Style
Old Way New Way
Attitude to Change Change is an anomaly Change is normal, and
necessary
Value Loyalty:
Put extra time
Performance:
Get the job done
Answers Manager knew all the
answers
Manager elicits answers
from team members
Communication Few, only when needed,
stable for a long time
Frequent, current status,
up-to-date
Work ethic Work harder Work creatively
New approaches Old tools and methods
are reliable
New tools and methods
are something to try
Preference Stability Discovery

15. Respond to the VUCA world
VUCA: Volatile, Uncertain, Complex, Ambiguous

16. Uncertain

17. Complex

18. • Ambiguous

19. Role of Managers

20. Respond to Customer Need

21. Support Your PO

22. 22Support Your Team

23. It’s a brave new world:
COURAGE