Date post: | 14-Sep-2014 |
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Empower Teams
© Jurgen Appelo version 0.99 management30.com
story
Management 3.0
self-organizing teamsAgile software development works because of
self-organization is often complex, not chaotic
Sometimes it needs a little management
management
self-organization
Managers are like gardenersThey let self-organization (anarchy) do useful workwhile steering the system toward valuable results
But HOW do we growa valuable self-organizing
system?
Well, NOT by putting acontrol center on top of a living
system
Distributed beingA complex system is more than the sum of its parts, and the “extra” stuff is distributed over the system. It cannot be attributed to any single authoritative part.
Control from the bottom upIn a complex system, everything happens at once, and problems ignore any central authority. Therefore overall governance must be spread among all the parts.Kelly, Kevin. Out of Control.Boston: Addison-Wesley, 1994, page 469
Authorization
We distribute authorization with...
EmpowermentYes, there is thatbuzzword again...
Empowermentis implementing distributed control by delegating authority
Delegation“Delegation (or deputation) is the assignment of authority and responsibility to another person (normally from a manager to a subordinate) to carry out specific activities.”
http://en.wikipedia.org/wiki/Delegation
Managers empower people,
and distribute control,to prevent the system
itselffrom breaking down.
Question:Does handing over power to others make youpowerless?
Answer: NO
Zero-Sum Non-Zero-SumFootballElectionsJudiciary…
I win and you lose
Free marketsSocial networksTeamwork…
We all win!
http://en.wikipedia.org/wiki/Zero-sum
Non-Zero-SumPowerful teams make their managers more powerful.
1) Trust your people(communicate this clearly)
2) Earn trust from your people(consistent behavior)
3) Help people to trust each other(mingle, don’t meddle)
4) Trust yourself(stay true to your own values)
The four types of trust
Techniques for delegation
Key Decision Areas
Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997, page 107.
Make explicit list with“areas of authorization”
Prepare project schedulesSelect key technologiesSet documentation standardsEtc…
People should not walk into“invisible electric fences”
Key Decision Areas
Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997, page 107.
However…
Authorization per key decision area is not a “binary” thing
Situational Leadership
http://en.wikipedia.org/wiki/Situational_leadership_theory
Four different “leadership styles”
1. Telling2. Selling3. Participating4. Delegation
Work your way to level 4
Situational LeadershipHowever…
It might be good to distinguish between informing people (push your opinion) vs. consulting them (pull their opinions)
RACI Matrix
http://en.wikipedia.org/wiki/Responsibility_assignment_matrix
Involvement depends on tasks
ResponsibleAccountableConsultedInformed
Make explicit what people can expect from whom
RACI MatrixHowever…
Key decision areas are better than tasks, and there should be no separation of accountable versus responsible in Agile teams
We will now merge the ideas behind the previous examples...
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
The Seven Levels of Authority
1. Relocate to other office building
2. Replace waterfall with Scrum
3. Select new team members
4. Choose logo for business unit
5. Select architecture or component
6. Sprint length and deliveries
7. Coding guidelines and pairing EXAM
PLE
The optimal level of authority depends on people’s competence and the organizational impact of decisions
Authority Boards
Seven Levels of Authority
Key Decision Areas
teams or people
flow from left to right
controlled by the manager
Authority boards are
Treat delegation as aninvestment
The ultimate goal is aself-directed team(but usually not attainable)
1. Find Delegation Poker Cards, and Delegation Poker Stories
2. One person picks a story and reads it out loudOR tell a story from personal experience
3. Everyone choose (privately) one of the 7 cards4. After everyone has decided, show all cards5. Everyone earn points except the highest
minority(see examples…)
Game: Delegation Poker
5. Keep track of the points people earned (optional)
6. Let both highest and lowest motivate their choices
7. Play it again for the same topic (optional)
30 minutes
Game: Delegation Poker
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
Debrief
Challenges
Practices
Feedback