Date post: | 21-Jan-2018 |
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6801 185th Ave NE, Suite 200 Redmond, WA 98052 solu%onsiq.com 1.800.235.4091
The Agile Manager MindshiI Or, we are not all made the same, so stop trea1ng us the same!
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Paul Ellarby
Blog – paulellarby.com
Twi@er -‐ pellarby
Produc1on Engineer
First line of code in 1978
VP of EDS with teams across Pacific Rim
Used agile since 1998
Dakota Curling (www.dakotacurling.org)
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The Making of an Agile Manager
Good at what you did, so they made you a manager
Trained you in command and control
Rewarded you for telling your resources what to do, when to do it, how to do it
You are the one who knew every detail, every aspect of your resources work
Your role – indeed, the organizations’ goal – was to exploit your resources
Then the organization “went agile”
Your boss - “Hey Nancy, we were just kidding about the management style we asked you to use. You need to change”
Your agile coach – “Just become a servant leader – I have a book here somewhere…”
WTF? 4
Goals of Adap%ve Leaders
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Envision a Responsive Enterprise
Deliver a Con%nuous Stream of Value
Create an Innova%ve Culture
Why Agile?
Be Agile
Do Agile
VUCA
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Complexity Volatility
Uncertainty Ambiguity
» The situa%on has many interconnected parts and variables.
» The challenge is unexpected or unstable and may be of unknown dura%on, but it is not necessarily hard to understand.
» Causal rela%onship are completely unclear. No precedents exist ; you face “unknown unknowns”.
» Despite a lack of other informa%on, the event’s basic cause and effect are known. Change is possible, but not a given.
The Golden Mean
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VICE
VICE
Eat
Key Virtues
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Invite
Respond
Enable
Improve
Learn
Share
Listen
Clarify
Belbin Team Roles
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Belbin Team Roles
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Belbin Team Roles
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Belbin Team Roles
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INVITE
Ignore Laissez-‐ faire
Demand Bully
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RESPOND
Avoid Postpone Cancel
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ENABLE
Sabotage Control
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IMPROVE
Stagnate
Perfect
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LEARN
Ignorance Know
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SHARE
Take Protect
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LISTEN
Silence Speak Talk
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CLARIFY
Confuse Correct
Examples of the ShiI in Leadership Focus
Old behavior Agile behavior
Coordina%ng project implementa%on details
Building trus%ng rela%onships with the business, characterized by transparency and collabora%on
Managing and direc%ng “resources” (people) Designing organiza%onal environments (autonomy, mastery, purpose)
Making project decisions Push decision-‐making to the project teams
Managing to the project porlolio Collabora%vely establish and manage to broad business goals and objec%ves
Solving problems Understanding what those problems reveal about the underlying organiza%onal dynamics and structures. Enable people close to the problem to solve them.
Defining and enforcing policies and rules of engagement
Establish objec%ves ; keep anen%on close to where things are happening ; keep necessary details transparent
Managing systems and processes Designing organiza%onal environments
Agility Spectrum
Leaders pushing decision making down & mentoring next genera%on
Organiza%onal feedback loop in place for self correc%ng prac%ces
Accelerated %me to market on new products & features
Core business logic insulated by tests & code quality improving
Teams maturing & delivering consistent value