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Leading Agile Teams The New Role of Management in an Agile Organization www.allisonpollard.com

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Page 1: Leading agile teams

www.allisonpollard.com

Leading Agile Teams

The New Role of Management in an Agile Organization

Page 2: Leading agile teams

www.allisonpollard.com

Allison Pollard

Agile coach and consultant

Firm believer in continuous improvement

DFW Scrum user group leader and Dallas Agile Leadership Network board member

Glasses wearer

Page 3: Leading agile teams

www.allisonpollard.com

What is agile?

1. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4. Business people and developers must work together daily throughout the project.

5. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

http://agilemanifesto.org/

7. Working software is the primary measure of progress.

8. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9. Continuous attention to technical excellence and good design enhances agility.

10. Simplicity--the art of maximizing the amount of work not done--is essential.

11. The best architectures, requirements, and designs emerge from self-organizing teams.

12. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Page 4: Leading agile teams

www.allisonpollard.com

How do you implement values and principles?

Agile frameworks

Scrum

XPYours

Page 5: Leading agile teams

www.allisonpollard.com

Scrum only defines 3 roles but other key roles exist

Those key roles DON’T:

Assign work to team members

Tell the team how to do the work

Talk in the daily scrums

What does this mean for managers?

https://www.flickr.com/photos/cutiemoo/3111207407/

Page 6: Leading agile teams

www.allisonpollard.com

Are managers no longer needed?

Page 7: Leading agile teams

www.allisonpollard.com

No Team is an Island

Self-organizing teams exist to produce a product or service that is valuable to the organization and its customers.

https://flic.kr/p/jijopb

Page 8: Leading agile teams

www.allisonpollard.com

Managers can play a valuable role as teams become self-organizing and take on more responsibility.

https://www.flickr.com/photos/eekim/14352861405/

Managers need to learn a different way of managing.

Page 9: Leading agile teams

www.allisonpollard.com

Acknowledging the Management “Trifecta of Doom”

https://www.flickr.com/photos/63425234@N05/5772772604/

1. Individual fear of seeming unqualified for management.

2. Organization encourages the “right now” answer rather than the “right” answer.

3. People have been taught that a manager’s job is to get other people to work hard.

All these work against learning, so we have to shift our perception of the management role.

Page 10: Leading agile teams

www.allisonpollard.com

The Old Manager

Actions:

Enforces decisions

Commands respect

Controls the process, the team, the deliverable, and the effort

Perception:

Distrusts the team

Dictator, Ruler, Controller

https://www.flickr.com/photos/andy_tyler/3308288463/

Page 11: Leading agile teams

www.allisonpollard.com

The New Manager

Actions:

Relies on the team to decide

Earns respect

Has a team that creates and uses their process, that commits to their deliverable, and raises and lowers their effort to make their commitment

Perception:

Trusts the team

Coach, Mentor, Leaderhttps://www.flickr.com/photos/uzi978/3977937339/

Page 12: Leading agile teams

www.allisonpollard.com

Create the conditions that enable teams to thrive

How do we create and support effective teams?

https://flic.kr/p/eLTeSZ

Page 13: Leading agile teams

www.allisonpollard.com

Team Effectiveness:The 60-30-10 Principle

Design of the teamWay team is launchedLeader coaching once team is underway

Page 14: Leading agile teams

www.allisonpollard.com

Designing Flexible, Long-Lived Teams1. Organize the work so teams

are creating a product or service that has meaning from a business perspective.

2. Form teams that have the breadth of skills to handle a broad range of work.

3. Bring work to the teams rather than reforming teams for each new project.

https://flic.kr/p/ar9Zon

Page 15: Leading agile teams

www.allisonpollard.com

Characteristics of Thriving Teams

Thriving Team

Cross functionality

Camaraderie and mutually accountable

Visibility

Flexible work processes

and continuous

improvement

Attention to technical

excellence

Page 16: Leading agile teams

www.allisonpollard.com

Launching the Team: Articulate a Compelling Goal

https://flic.kr/p/hJqxnM

An effective goal statement does two jobs:

Focuses the attention and effort of the team

Engages the team in a meaningful challenge

Page 17: Leading agile teams

www.allisonpollard.com

Leader Coaching: Pillars of Support

Image by Esther Derby

Page 18: Leading agile teams

www.allisonpollard.com

Leading the Team

Developing people

Seeing across the organization

Creating environments where people can build products and services that delight customers, satisfy stakeholders, and empower employees.

https://www.flickr.com/photos/almostinfamous/4884741424/

Page 19: Leading agile teams

www.allisonpollard.com

The New Manager Job Description

Build Teams

Coach

Partner with Product Owners and Scrum Masters

Meet with other Managers

Provide Vision

Build Strategy

Provide Leadership

Listen

Have Fun

Page 20: Leading agile teams

www.allisonpollard.com

Now what?

Find out what the team needs

Remove impediments

Highlight and celebrate team successes

Help focus the team on their goal

Provide visibility – share organizational information with the team

Be agile and help others to be agile

https://flic.kr/p/3eir4a

Page 21: Leading agile teams

www.allisonpollard.com

References

Esther Derby’s blog, http://www.estherderby.com/category/insights

Brian Sobus’s presentation, Functional Management: There IS a place for it in Agile, http://submit2011.agilealliance.org/files/session_pdfs/Functional_Management.pdf

Barry Oshry, Managing in the Middle

Page 22: Leading agile teams

www.allisonpollard.com

Contact

Email: [email protected]

Twitter: @allison_pollard

Blog: www.allisonpollard.com