Download - The Manager’s Role in Scrum
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The Manager’s Role in ScrumScrum Gathering
Nov 14, 2007
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<intro>
Henrik Kniberg 2
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Who am I?
Henrik Kniberg 3
Henrik Kniberg - Crisp ABJava & agile software development
CTO of Goyada (mobile services & ecommerce)
30 developers
CTO of Epicent (mobile services)4 developers
CTO of Tain (gaming)40 developers
... and 2 kids to ”manage”...
Henrik [email protected]+46 70 4925284
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Why is the manager’s role important?The middle manager can
be...the best catalystthe worst impediment
If he doesn’t understand his role within Scrum...
which type do you think he will become?
Henrik Kniberg 4
CEO
Developmentmanager
Productmanager
Operationsmanager
Sample organization
So what IS my role then?
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What is a manager? (according to various sources on the
Internet)
Henrik Kniberg 5
Someone who controls resources and expenditures
Someone who controls resources and expenditures
Resources = people, money, things
Resources = people, money, things
Management: The art, or science, of
achieving goals through people
Management: The art, or science, of
achieving goals through people
Leadership:The ability to affect human behavior so as to accomplish a mission designated by the leader
Leadership:The ability to affect human behavior so as to accomplish a mission designated by the leader
... and what do they actually do?
PlanPlan OrganizeOrganize
ControlControlCoordinateCoordinate
MentorMentor
Management has to do with power by position, whereas leadership involves power by influence
Management has to do with power by position, whereas leadership involves power by influence
Supervision: Literally - looking over.Making sure people do what they are supposed to do
Supervision: Literally - looking over.Making sure people do what they are supposed to do
ImproveImprove
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A sample Scrum company
Henrik Kniberg 6
ScrUML(inofficial Scrum Modeling Language)
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Let’s grow it a bit...
Henrik Kniberg 7
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8Henrik Kniberg 8
And let’s grow it a bit more...
Ugh.Handover to QA.
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And let’s improve it.
Henrik Kniberg 9
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</intro>
Henrik Kniberg 10
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The manager’s role in Scrum
Some ideas on what a manager should be doing in a Scrum company
Based onPersonal experience
8 years as middle-manager at 3 agile companies1 year as agile coach helping many other managers
Books & forumsDiscussions with peersFeedback from Scrum veterans
Mike Cohn, Ken Schwaber, Jeff Sutherland
Henrik Kniberg 11
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Change agent / bootstrapper / organization builder
Henrik Kniberg 12
If it’s nobody else...
It’s YOU!
If it’s nobody else...
It’s YOU!
The manager could be...
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Handle resource conflicts
Handle resource conflicts
Role placeholder
Henrik Kniberg 13
The manager could be...
Synchronize multiple product backlogs
Synchronize multiple product backlogs
Salary negotiationSalary negotiation
RecruitmentRecruitment
Synchronize multiple teams
Synchronize multiple teams
Strategic release planning
Strategic release planning
Find strategic partnersFind strategic partners
Coach the scrum masters
Coach the scrum masters
Does this really need to be done at
all?Am I the right
person?Who should be
doing it?
Buy snacksBuy snacks
Clean the officeClean the office
Solve high-level impediments
Solve high-level impediments
OK, I’ll do it for now!
Tech evangelistTech evangelist
What isn’t getting done around here?
If it’s nobody else...
It’s YOU!
If it’s nobody else...
It’s YOU!
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Chief Product Owner
Henrik Kniberg 14
The manager could be...
If it’s nobody else...
It’s YOU!
If it’s nobody else...
It’s YOU!
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ScrumTeam
B1ScrumTeam
B2
ScrumTeam
A
Resource broker
Henrik Kniberg 15
SM
SM
SM
PO
PO
CTO / Dev Mgr Development department
Product A
Product B
The manager could be...
If it’s nobody else...
It’s YOU!
If it’s nobody else...
It’s YOU!
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Coordinator / Bridge builder
Henrik Kniberg 16
ScrumTeam
B1ScrumTeam
B2
ScrumTeam
ASM
SM
SM
PO
PO
Scrum of Scrums CM group
DB group
CTO / Dev Mgr Development department
Test group
Product A
Product B
The manager could be...
If it’s nobody else...
It’s YOU!
If it’s nobody else...
It’s YOU!
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Oil / firefighter / process coach
Henrik Kniberg 17
The manager could be...
Team isn’tlistening to me!
Product owner’spriorities are wrong!
The releasesaren’t working!
If it’s nobody else...
It’s YOU!
If it’s nobody else...
It’s YOU!
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Waste & constraint hunter
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The manager could be...
SM
PO
2. Fix bottleneck
1. Slow down
3. Fix next
Goal
Problem
Solution
If it’s nobody else...
It’s YOU!
If it’s nobody else...
It’s YOU!
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Gardener / motivator
Henrik Kniberg 19
The manager could be...
SMSM
SM
If it’s nobody else...
It’s YOU!
If it’s nobody else...
It’s YOU!
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Kaizen fuel / impediment fixer / servant leader
Henrik Kniberg 20
The manager could be...
CEO
Developmentmanager
Productmanager
Operationsmanager
FixFix
Fix
Fix
If it’s nobody else...
It’s YOU!
If it’s nobody else...
It’s YOU!
Esca
late
Escalate
Fix
Esc
ala
te
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Protector
Henrik Kniberg 21
The manager could be...
If it’s nobody else...
It’s YOU!
If it’s nobody else...
It’s YOU!
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The Bottom Line
You, the manager, are critically important.
That’s a problem.
Try to make yourself redundant.
You’ll probably never get there.
But each step is an improvement.
Henrik Kniberg 22
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Extra slides...
Henrik Kniberg 23
(brought up during the Q&A session)
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Technical debt
Vmax
Vactual
velo
city
time
Vmax
velo
city
time
VactualSustainable pace!
Definition of Done• .... bla bla ....
• No increased technical debtCode duplicationTest coverageCode readability
Henrik Kniberg
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Velocity calibrationEstimatedVelocity
ActualVelocity
40 3030 2830 3130 30
Estimated
Actual40 30
40 3040 30
Estimated
Actual40 30
50 3060 30
Estimated
Actual40 35
35 3030 25
302520
Henrik Kniberg