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Coaching Pointy-Haired Bosses
to be Agile Enablers
@ryanripley
#AgileIndy
“Regardless of what we discover, we
understand and truly believe that everyone did
the best job they could, given what the...
Management support is critical
to the success of agile projects
and agile adoptions.
What is a manager?
What does a manager do?
“Yet a common misconception is that
because of this reliance on self-
organizing teams, there is little or no role
for lea...
DILBERT © 2007 Scott Adams. Used By permission of UNIVERSAL UCLICK. All rights reserved.
SCRUM IN ONE SLIDE
Development
Sprint Planning Sprint Review
Sprint Retrospective
Sprint
ROLES: Scrum Master, Product Owne...
EVERYTHING YOU’VE DONE BEFORE IS WRONG
What does a manager stand to lose?
??????
AGILE IMPACTS EVERYONE
• Organizational Change
• Leadership Change
• Team Change
• Status Change
• Job Description ...
We are telling managers to
give up the tools, methods,
processes, and behaviors
that have made them
successful.
“People who ask others to change may not
understand what value they are asking
people to give up. And in fact, they may no...
LEADING CAUSES OF FAILED AGILE PROJECTS
From the 9th Annual VersionOne State of Agile Report
©2015 VersionOne, Inc. - Stat...
BARRIERS TO FURTHER AGILE ADOPTION
From the 9th Annual VersionOne State of Agile Report
©2015 VersionOne, Inc. - State of ...
Copyright © 2015 Scrum Alliance®
Agile coaches can gain buy-in
from managers during an agile
transformation by focusing on
their needs.
MANAGER PERSONAS
•NEEDS
•WANTS
•GOALS
•LIMITATIONS
How do we build personas?
Talk to a manager!
What is your goal?
Managers communicate their
concerns and fears through the
questions they ask.
What must be true for a
person to ask that
question?
“What do I control on an agile
project?”
“What does it matter how many
times I reassign team members,
isn’t that what self-organization
is for?”
“Agile is for IT. Why are you
talking to HR and finance?"
“Your team leaves at 5:00pm
and refuses to work weekends.
Why don’t they have a sense of
urgency?”
“That developer is slacking.
When is the scrum master
going to take care of the poor
performer?”
Pay attention to the statements
that managers make.
“If the candidate does not have
CSM after their name, they aren’t
worth interviewing."
“You can’t coach if you’ve
never developed software. Pick
another scrum master for this
team."
“Teams ship working software
at the end of each sprint. That’s
why we implemented scrum.
Work the weekends if you’re
behin...
“Your teams velocity is worse
than the other scrums teams.
Find a way to get your velocity
up, or we may have to reassign
...
RESPONSES TO CHANGE ARE INVALUABLE
What is the source of their resistance?
Does the
manager know
how to do what
they are b...
Ryan Ripley
PSM I, PSM II, PSE, CSM, PMI-ACP, PSPO I, PSD
10+ years experience on agile teams
GOALS
Add value back to the
...
“All mankind is divided into three
classes: those that are immovable,
those that are movable, and those that
move.”
--Benj...
Movers
• Aligned with
change
• Motivated
• Eager to
learn
• Coach the
coaches
Movables
• Some
convincing
required
• Early ...
IMMOVABLES
MOVABLES
MOVERS
GOAL
“People don’t resist change. Change
that’s presented as “Follow, or be fired!”
feels like coercion. And most people
resist...
Influence vs Coercion
IMMOVABLES
MOVABLES
MOVERS
GOAL
There are no shortcuts
But here are some shortcuts
Make sure people are ready
to hear what you have to say.
“500 YARDS OF FOUL-SMELLING MUCK”
--Red “The Shawshank Redemption”
The management agile transformation
pipeline…
You are going to face a lot of
wrong premises about what
makes safety and speed
possible.
Self-organization does not
initially feel safe or fast to
a traditional manager.
“A scrum teams job is to self-organize
around the challenges, and within the
boundaries and constraints, put in place
by m...
SCRUM MANAGEMENT • Manage the boundaries
• Build Stable Teams
• Hire people – Grow skills
• Act transparently
• Examine sy...
Copyright © 2015 Scrum Alliance®
“Managers are still needed. Not so
much for their planning and controlling
ability, but for that important job of
interfac...
Copyright © 2015 Scrum Alliance®
“Managers are still needed. Not so
much for their planning and controlling
ability, but for that important job of
interfac...
http://agileanswerman.com
ryan@agileanswerman.com
@ryanripley
Podcast available on iTunes,
Stitcher, and
AgileAnswerMan.Com
IMAGE ATTRIBUTION
“At the Office” - ©JnL – Flickr.com – Used with permission
“Ara Pacis” - ©Steven Zucker – Flickr.com – C...
Teaching pointy haired bosses to be agile enablers
Teaching pointy haired bosses to be agile enablers
Teaching pointy haired bosses to be agile enablers
Teaching pointy haired bosses to be agile enablers
Teaching pointy haired bosses to be agile enablers
Teaching pointy haired bosses to be agile enablers
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Teaching pointy haired bosses to be agile enablers

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Are managers hindering your Agile transition? Does it seem like things would be better if the managers all left?

Most managers are intelligent people who have built their careers and fed their families with their current knowledge and experience. During an agile transformation, we need them on-board. Managers know their present situation better than anyone else. They also have inside knowledge about the corporate systems and culture that agile coaches need in order to be successful.

But in some cases the manager does not understand agile. In extreme cases, they can become an impediment to an agile transformation moving forward. How can you get these managers back on your side, supporting the agile transformation?

Agile coaches should start with working to understand what the world looks like through the eyes of these managers. To facilitate this understanding, I discuss re-purposing the concept of product user personas to create manager personas that explore the issues, reservations, hold-ups and concerns that are keeping the manager from supporting an agile transformation.

With this new understanding, agile coaches can develop ways to demonstrate to managers why the agile approach is better, where management fit in the larger picture, and how management also benefits from the changes in the way the team delivers value back to the organization. These insights show managers where they can improve agile projects, how they can add value in a newly transformed organization, and how agile coaches can guide management without alienating them during an agile transformation.

Veröffentlicht in: Software
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Teaching pointy haired bosses to be agile enablers

  1. 1. Coaching Pointy-Haired Bosses to be Agile Enablers
  2. 2. @ryanripley
  3. 3. #AgileIndy
  4. 4. “Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.” --Norm Kerth, Project Retrospectives: A Handbook for Team Reviews
  5. 5. Management support is critical to the success of agile projects and agile adoptions.
  6. 6. What is a manager?
  7. 7. What does a manager do?
  8. 8. “Yet a common misconception is that because of this reliance on self- organizing teams, there is little or no role for leaders of agile teams. Nothing could be further from the truth.” --Mike Cohn, Succeeding with Agile
  9. 9. DILBERT © 2007 Scott Adams. Used By permission of UNIVERSAL UCLICK. All rights reserved.
  10. 10. SCRUM IN ONE SLIDE Development Sprint Planning Sprint Review Sprint Retrospective Sprint ROLES: Scrum Master, Product Owner, Developer ARTIFACTS: Product Backlog, Sprint Backlog, Product Increment
  11. 11. EVERYTHING YOU’VE DONE BEFORE IS WRONG
  12. 12. What does a manager stand to lose?
  13. 13. ?????? AGILE IMPACTS EVERYONE • Organizational Change • Leadership Change • Team Change • Status Change • Job Description Change • Role Change • Culture Change
  14. 14. We are telling managers to give up the tools, methods, processes, and behaviors that have made them successful.
  15. 15. “People who ask others to change may not understand what value they are asking people to give up. And in fact, they may not appreciate or even notice what’s valuable to the people they expect to change.” --Esther Derby
  16. 16. LEADING CAUSES OF FAILED AGILE PROJECTS From the 9th Annual VersionOne State of Agile Report ©2015 VersionOne, Inc. - State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc. 42% Company philosophy or culture at odds with core agile values 37% External pressure to follow traditional waterfall processes 38% Lack of management support 30% Insufficient training 33% A broader organizational or communications problem 33% Unwillingness of team to follow agile
  17. 17. BARRIERS TO FURTHER AGILE ADOPTION From the 9th Annual VersionOne State of Agile Report ©2015 VersionOne, Inc. - State of Agile is a trademark of VersionOne, Inc. and VersionOne is a registered trademark of VersionOne, Inc. 22% Concerns about a loss of management control 24% Management concerns about lack of upfront planning 29% Management support 44% Ability to change organizational culture 34% General organizational resistance to change 35% Not enough personnel with necessary agile experience
  18. 18. Copyright © 2015 Scrum Alliance®
  19. 19. Agile coaches can gain buy-in from managers during an agile transformation by focusing on their needs.
  20. 20. MANAGER PERSONAS
  21. 21. •NEEDS •WANTS •GOALS •LIMITATIONS
  22. 22. How do we build personas?
  23. 23. Talk to a manager!
  24. 24. What is your goal?
  25. 25. Managers communicate their concerns and fears through the questions they ask.
  26. 26. What must be true for a person to ask that question?
  27. 27. “What do I control on an agile project?”
  28. 28. “What does it matter how many times I reassign team members, isn’t that what self-organization is for?”
  29. 29. “Agile is for IT. Why are you talking to HR and finance?"
  30. 30. “Your team leaves at 5:00pm and refuses to work weekends. Why don’t they have a sense of urgency?”
  31. 31. “That developer is slacking. When is the scrum master going to take care of the poor performer?”
  32. 32. Pay attention to the statements that managers make.
  33. 33. “If the candidate does not have CSM after their name, they aren’t worth interviewing."
  34. 34. “You can’t coach if you’ve never developed software. Pick another scrum master for this team."
  35. 35. “Teams ship working software at the end of each sprint. That’s why we implemented scrum. Work the weekends if you’re behind. The team needs to deliver on their commitments.”
  36. 36. “Your teams velocity is worse than the other scrums teams. Find a way to get your velocity up, or we may have to reassign resources.”
  37. 37. RESPONSES TO CHANGE ARE INVALUABLE What is the source of their resistance? Does the manager know how to do what they are being asked to do? Is there a personal conflict that is causing resistance? Is the manager a champion of the old process? Are there systems in place that reward disruptive behavior? Is the path to success unclear to them? What does the manager lose due to the change?
  38. 38. Ryan Ripley PSM I, PSM II, PSE, CSM, PMI-ACP, PSPO I, PSD 10+ years experience on agile teams GOALS Add value back to the organization NEEDS To be recognized for the work and contributions delivered to the team WANTS To foster a safe environment for people to experiment and do creative work LIMITATIONS Lack of agile certifications
  39. 39. “All mankind is divided into three classes: those that are immovable, those that are movable, and those that move.” --Benjamin Franklin
  40. 40. Movers • Aligned with change • Motivated • Eager to learn • Coach the coaches Movables • Some convincing required • Early trust issues likely • Support and coaching necessary Immovables • Resistant to change • Disruptive • Low trust • Seeks to control change • Requires significant coaching
  41. 41. IMMOVABLES MOVABLES MOVERS GOAL
  42. 42. “People don’t resist change. Change that’s presented as “Follow, or be fired!” feels like coercion. And most people resist coercion” --Esther Derby
  43. 43. Influence vs Coercion
  44. 44. IMMOVABLES MOVABLES MOVERS GOAL
  45. 45. There are no shortcuts
  46. 46. But here are some shortcuts
  47. 47. Make sure people are ready to hear what you have to say.
  48. 48. “500 YARDS OF FOUL-SMELLING MUCK” --Red “The Shawshank Redemption” The management agile transformation pipeline…
  49. 49. You are going to face a lot of wrong premises about what makes safety and speed possible.
  50. 50. Self-organization does not initially feel safe or fast to a traditional manager.
  51. 51. “A scrum teams job is to self-organize around the challenges, and within the boundaries and constraints, put in place by management.” --Mike Cohn, Succeeding with Agile
  52. 52. SCRUM MANAGEMENT • Manage the boundaries • Build Stable Teams • Hire people – Grow skills • Act transparently • Examine systems & correct faulty ones • Give guidance when asked/needed • Reach across org charts • Definition of Done • Continuous improvement • Expect working software every sprint Vision – Direction – Goals “I finally have time to do my job.”
  53. 53. Copyright © 2015 Scrum Alliance®
  54. 54. “Managers are still needed. Not so much for their planning and controlling ability, but for that important job of interfacing on the teams behalf with the rest of the organization.” --Diana Larsen
  55. 55. Copyright © 2015 Scrum Alliance®
  56. 56. “Managers are still needed. Not so much for their planning and controlling ability, but for that important job of interfacing on the teams behalf with the rest of the organization.” --Diana Larsen
  57. 57. http://agileanswerman.com ryan@agileanswerman.com @ryanripley Podcast available on iTunes, Stitcher, and AgileAnswerMan.Com
  58. 58. IMAGE ATTRIBUTION “At the Office” - ©JnL – Flickr.com – Used with permission “Ara Pacis” - ©Steven Zucker – Flickr.com – Creative Commons License “Singleton Bank Rail Crash” – Public Domain “Elephant” - ©Jim the Photographer– Flickr.com – Creative Commons License “Falling Businessman” - © Danomyte | Dreamstime.com - Falling Businessman Photo “Hey Listen” - ©Quinn Dombrowski – Flickr.com – Creative Commons License

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