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Managing for collaboration. A talk I gave at Oredev 2011
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Agile management.managing for collaboration
1.
Agile Management: Managing for
Collaboration Johanna Rothman New: Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects @johannarothman www.jrothman.com jr@jrothman.com 781-641-4046
2.
Organizations Are Systems
2 © 2011 Johanna Rothman
3.
Collaboration “to work jointly
with others or together especially in an intellectual endeavor” In agile organizations, managers Guide Conduct So that the project teams, program teams, management teams can work together 3 © 2011 Johanna Rothman
4.
Why “Managing?” Agile project
and program managers create and manage their local project and program environments for success in the context of organization Managers manage the entire system for success 4 © 2011 Johanna Rothman
5.
What Do Agile
Managers Do? Set strategy Manage the project portfolio Remove organization obstacles Build trusting relationships with people Lead hiring decisions and process Build the capacity of the organization 5 © 2011 Johanna Rothman
6.
Strategically Important Work What
it is When to start it and stop it: project portfolio Not making those decisions creates management debt As well as chaos 6 © 2011 Johanna Rothman
7.
When Managers Collaborate They
maximize value for the organization Problem solve for the organization, not for the project or the program Optimize at the highest level, not the lowest level 7 © 2011 Johanna Rothman
8.
Management Iterations Cycles allow
you to (re-)assess strategy Cycles help you see organizational obstacles Frees the technical teams to do work 8 © 2011 Johanna Rothman
9.
Leaders Remove Organizational
Obstacles Individual reviews are an organizational obstacle Instead of individual reviews: Build a trusting relationship with each person Share the strategy Share the profits Provide cost of living raises to the team Give the team a team bonus The team can decide who gets what 9 © 2011 Johanna Rothman
10.
Build Trust Deliver what
you promise to deliver Be consistent in your actions and reactions Make integrity a cornerstone of your work Be willing to discuss, influence, and negotiate. Don’t get stuck on your position Trust in yourself and your colleagues -- Solomon, Building Trust in Business, Politics, Relationships, and Life 10 © 2011 Johanna Rothman
11.
You See Group
Collaboration When ... They have a common goal. They listen closely. They concentrate on just the issue at hand. They are in control of their work. They are willing to blend their work. Everyone participates. They are familiar with each other and the problem at hand. They practice their communication often. They move the conversation forward. They learn from failure and move on. -- Sawyer, Group Genius:The Creative Power of Collaboration 11 © 2011 Johanna Rothman
12.
What Keeps People
in a Job? 12 © 2011 Johanna Rothman
13.
Managers Become Champions
for Teams No micromanaging! Meet often enough, one-on-one, to build a trusting relationship Allows manager to see the system 13 © 2011 Johanna Rothman
14.
Managers Help Provide
Feedback and Meta Feedback Not evaluation or praise; feedback When you use a peer-to-peer feedback approach: Create an opening Describe behavior or results State the impact Make a request 14 © 2011 Johanna Rothman
15.
Build Organizational Capacity How
many of you know your organizational velocity now? Remove system obstacles Recognize when a team is stuck 15 © 2011 Johanna Rothman
16.
Agile Mindset vs.
Fixed Mindset 16 © 2011 Johanna Rothman
17.
Encourage Team-Based Challenge,
Not Perfection Encourage risk-taking with frequent feedback Help the team know where its boundaries are The team will help the members collaborate The members will make the micro-commitments to each other 17 © 2011 Johanna Rothman
18.
Lead the Hiring
Effort Recognize when you need more people Initiate the hiring Job analysis Job description Manage the phone screens Manage the interviews and interactions with HR 18 © 2011 Johanna Rothman
19.
Agile Management is
Collaborative Leadership Managers serve the people in the organization Guiding Coaching Using their influence to ease the way for the work Managers make decisions so they avoid management debt 19 © 2011 Johanna Rothman
20.
References and Reading Dweck,
Carol. The New Psychology of Success. Random House. 2006 Solomon, Robert. Building Trust in Business, Politics, Relationships, and Life Lots more on jrothman.com and in Behind Closed Doors, Manage It!, and Manage Your Project Portfolio and in Agile Managers: The Essence of Leadership, Cutter IT Journal,Vol. 23, No. 3, March 2010. If you’d like me to stay in touch with you, please sign up for my email newsletter, fill out a yellow form, or email me. 20 © 2011 Johanna Rothman
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