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VILLIFIED MANAGERSAgile & Management = Antonyms? (09 May 2013 @ LSUG)

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About me

Michael ChikAgile & Lean Coach

michael@arsagilis.comTwitter: @arsagilishttp://linkedin.com/in/michaelchik

Amnesty International

Macmillan Cancer Support

Plan International

Crisis UK

Ben & Jerry’s

Moonpig.com

Siemens

Walt Disney Company

Photobox

European Commission

Barclays

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IN THE BEGINNING

@arsagilisSource: 7th Annual State of Agile Development Survey, 2013 Version One

Traditional managementresponsibilities

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SELF-ORGANISATIO

N

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Managementis the problem

Dan PinkDrive: The Surprising Truth About What Motivates Us, 2011

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52% - Ability to change organisational culture

41% - General resistance to change

35% - Fitting agile into a non-agile framework

33% - Availability of people with right skills

31% - Management support

Source: 7th Annual State of Agile Development Survey, 2013 Version One

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4 OUT OF 5!!!!

Source: 7th Annual State of Agile Development Survey, 2013 Version One

@arsagilisSource: 7th Annual State of Agile Development Survey, 2013 Version One

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Between 28% and 56% of

employees expressed a desire to leave

their jobs

www.forbes.com/sites/susanadams/2011/11/10/employee-loyalty-dropping-worldwide/

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65% […] saidthey were either

somewhat or totallyunsatisfied.

www.forbes.com/sites/susanadams/2012/05/18/new-survey-majority-of-employees-dissatisfied

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Management is abouthuman beings. Its task is to

make people capable of joint performance […]. This is what organization is all about, and

it is the reason that management is the critical,

determiningfactor.

Peter F. DruckerManagement: Revised Edition, 2008; stolen from Jurgen Apello

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MANAGEMENT …

… is necessary!

Managers might be relieved to know:

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The English verb “to manage”was originally derived from the Italian maneggiare, meaning to handle and

train horses. […] This original meaning merged with the French

term menage,or household.

Cynthia F. Kurtz, David J. Snowden, “Bramble Bushes in a Thicket”http://cognia.com.au/Links%20and%20Vids/assets/

52_Bramble_Bushes_in_a_Thicket.pdfstolen from Jurgen Apello

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What are organisations?

ORGANISATIONS AS A

MACHINE

ScientificManageme

nt

Project Manageme

nt

Structured Programmi

ng

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ORGANISATIONS AS A SPORTS

TEAM

Six SigmaTheory Of Constraint

s

Business Process

Engineering

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ORGANISATIONS AS A COMMUNITY

Scrum

XP

Lean

AGILE

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ORGANISATIONS AS A COMPLEX

SYSTEM

Chaos Theory

Complexity Theory

Systems Thinking

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Management is abouthuman beings. Its task is tomake people capable of joint performance […]. This is what organization is all about, and

it is the reason that management is the critical,

determiningfactor.

Peter F. DruckerManagement: Revised Edition, 2008; stolen from Jurgen Apello

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Management is abouthuman beings.

What could be more complex than humans?

@arsagilis source: http://opte.org/maps

COMPLEXITYTHEORY

@arsagilisDave Snowden

source: http://lizkeogh.com/2012/03/11/cynefin-for-devs

Cynefinframework

@arsagilis Jurgen Appelo

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Complexity Theory

At the heart of Agile & LeanEg: self-organisation, feedback loops

Linear thinking:

Non-linear thinking:

2 + 5 = 7

3 + 6 = ?

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10 Hands-On Tips For Tomorrow!

@arsagilis

1) Stop: Open Door Policy

Probably fake Signifies there is still a door (and distance) Manager is in control of open/closed

Instead: Be close to the ground Sit with your team(s)

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2) Stop: Theory X Linearity

Theory X: Employees are inherently lazy and avoid work. They need monitored and controlled. Someone always needs to be responsible.

Bevahiour/Incentive A Behaviour B

Instead Realise: Best practice is always past practice Extrinsic motivators are unreliable

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3) Stop: Homophily

Homophily = Tendency to surround yourself with (and hire) people similar to you

Limits resilience of your complex social network

Instead: Embrace diversity Build cross-functional teams

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4) Start: Thank You Culture

Appreciation can go a long way “Thank you” is free Reward/appreciate publicly Encourage people to thank each other

Try Out: Kudo Box

(www.management30.com/workout/kudo-box)

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5) Start: 360 Feedback Poker Decide who you want to assess against which aspects The person who is being assessed is not allowed to talk during

the whole assessment Choose your first aspect for assessment Pick a poker card from 1 (=bad) to 20 (awesome) and put it on

the table upside down Once everybody is ready turn the card around revealing the

score The people with the highest and lowest score explain their

scoring Everybody is allowed to adjust their score if they want. Record

the average score Record the average, decide on next aspect to assess and

return to step 4.

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6) Start: Exploration Days

Remember Google’s 20% time? FedEx Day, ShipIt Day, Hackathon,Hack

Days, Education Days

Try Out: Start one just with your team and use

outcome to convince rest of the business

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7) Ask: "What can I do to help you do your best work?" It is your job to help them On their terms Acknowledges they can do their best

Try out: Be a servant leader Start delegating

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8) Start: Visualise Delegation1.Tell: make decision as the manager2.Sell: convince people about decision3.Consult: get input from team before

decision4.Agree: make decision together with

team5.Advise: influence decision made by

the team6.Inquire: ask feedback after decision

by team7.Delegate: no influence, let team work

it out

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9) Foster Diversity

Not just gender but everything Short / tall, skin colour, social background,

etc Does not stop with people Diversity in methods, strategies

Background: Diversity is the key to building resilience in

complex systems

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10) Stop money rewards / Start distributed reward systems Only for the daring adventurous Bonus systems are inherently flawed Stop promising rewards in advance Alternative: flat reward system Bonuses should be based on

collaboration

Try Out: Merit money

Money can’t buyhappiness, but it can make youawfully comfortable while you’re

being miserable.

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We should

not take our

models too

seriously.

Gerald M. WeinbergIntroduction to Systems Thinking; stolen from Jurgen Appelo

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@arsagilis

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Join me for drinks!

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Got questions? Call Me Maybe!

Michael ChikCSM, CSP, Prince2 Practitioner, PMP, Certified Coach, Certified Kanban Coaching Professional NLP Practitioner & Organiser of the London Scrum User Group

michael@arsagilis.comTwitter: @arsagilishttp://linkedin.com/in/michaelchik

Slides available @ http://www.slideshare.net/casmaron/

Join my training!Agile Management & Leadership

Mon 3 – Tue 4 June 2013Early Bird Tickets still available

Sign up @http://agile-management-

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