Exploding Management Myths

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We’ve all heard management “nuggets” such as “make people come to you with solutions, nut just problems,” or “training time is wasted time,” or my favorite, “work smarter.” But how are you supposed to do that, especially if you may not have received any management training, or if your gut is telling you what you’re doing might not be working? Johanna Rothman explains that much of what you have heard about management is myth—based not on evidence, but on ideas dating from the Industrial Revolution. However, many myths have a germ of truth. If you would like to learn about these germs—the kinds of training that are useless and the kinds that are useful, how to really work smarter, how to help people develop solutions when they are stuck—the kind of management that empowers knowledge workers, join Johanna in exploding management myths.

Technologie Business

BT12
Session
6/6/2013 3:45 PM

"Exploding Management Myths"

Presented by:
Johanna Rothman
Rothman Consulting Group, Inc.

Brought to you by:

340 Corporate Way, Suite 300, Orange Park, FL 32073
888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com

Johanna Rothman
Rothman Consulting Group, Inc.

Johanna Rothman, known as the “Pragmatic Manager,” helps organizational leaders identify
problems and risks in their product development helping them recognize potential “gotchas,”
seize opportunities, and remove impediments. Johanna is the technical editor
for agileconnection.com and is the author of Manage Your Job Search, Hiring Geeks That Fit,
Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects, the 2008 Jolt
Productivity award-winning Manage It! Your Guide to Modern, Pragmatic Project Management,
and Behind Closed Doors: Secrets of Great Management. She is currently writing a book about
agile program management. In addition, she writes columns
for Stickyminds.com and projectmanagment.com, and writes two blogs on her web
site,jrothman.com, as well as a blog on createadaptablelife.com.

Exploding Management Myths
Johanna Rothman
www.jrothman.com
@johannarothman
jr@jrothman.com
781-641-4046

“Utilize Everyone All the Time”
A mind is a terrible thing to
waste
Context switching wastes
people, prevents
innovation, and makes
everything take longer

3

© 2013 Johanna Rothman

“Promote the Best Technical Person
Into Management”
Management work is
different from technical
work
Managers work outside the
team
Managers need
interpersonal skills
5

© 2013 Johanna Rothman

“We Have NO Time For Training”
We are too busy running
like hamsters, making do
“If you train people, they
will leave”
If you don’t train them, they
might stay

7

© 2013 Johanna Rothman

“Work Smarter”
Who wants to work
dumber?
Exhortations don’t work
Management has to create
the environment in which
teams can “work smarter”

10

© 2013 Johanna Rothman

“I Need an Expert for This...”
Project dependencies
create bottlenecks
Never let experts work
alone

6

© 2013 Johanna Rothman

“I Know What Everyone is Doing”
One-on-ones are for more
than just status reports
Build trust and a working
relationship

7

© 2013 Johanna Rothman

“An Objective Ranking System
Works”
What’s objective about it?
Software is a team sport
and we rank people against
each other? In a zero-sum
game?

8

© 2013 Johanna Rothman

“Time Spent at Work is a Useful
Measure of Work”
Who here has had good
days and bad days at work?
The only measure is
features complete

9

© 2013 Johanna Rothman

“I Know How Long the Work Should
Take...”
Conceptually easy to
understand is not the same
as easy to complete
related to Dunning-Kruger
effect
Wanting to have the work
take less time does not
make it so
10

© 2013 Johanna Rothman

What’s your favorite management
myth?

2

© 2013 Johanna Rothman

You Can Help Me
Would you like a book
about these myths?
What would a great title
be?

12

© 2013 Johanna Rothman

Let’s Stay In Touch...
I’ve been writing the myths, one a month on Stickyminds,
and then posting afterwards on my site,
www.jrothman.com
Pragmatic Manager: www.jrothman.com/
pragmaticmanager
Please link with me on LinkedIn

13

© 2013 Johanna Rothman

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Many teams go crazy because of brittle, high-maintenance automated test suites. Jim Holmes helps you understand how to create a flexible, maintainable, high-value suite of functional tests using Selenium WebDriver. Learn the basics of what to test, what not to test, and how to avoid overlapping with other types of testing. Jim includes both philosophical concepts and hands-on coding. Testers who haven't written code should not be intimidated! We'll pair you up to make sure you're successful. Learn to create practical tests dealing with advanced situations such as input validation, AJAX delays, and working with file downloads. Additionally, discover when you need to work together with developers to create a system that's more easily testable. This tutorial focuses primarily on automating web tests, but many of the same concepts can be applied to other UI environments. Demos and labs will be in C# and Java using WebDriver. Leave this tutorial having learned how to write high-value WebDriver tests—and stay sane while doing so.

Develop WebDriver Automated Tests—and Keep Your Sanity

TechWell

DevOps is a cultural shift aimed at streamlining intergroup communication and improving operational efficiency for development and operations groups. Over time, inclusion of other IT groups under the DevOps umbrella has become the norm for many organizations. But even broadening the boundaries of DevOps, the conversation has been largely devoid of the business units’ place at the table. A common mistake organizations make while going through the DevOps transformation is drawing a line at the IT boundary. If that occurs, a larger, more inclusive silo within the organization is created, operating in an informational vacuum and causing operational inefficiency and goal misalignment. Sharing his experiences working on both sides of the fence, Leon Fayer describes the importance of including business units in order to align technology decisions with business goals. Leon discusses inclusion of business units in existing agile processes, benefits of cross-departmental monitoring, and a business-first approach to technology decisions.

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TechWell

Chris Parlette maintains that renting infrastructure on demand is the most disruptive trend in IT in decades. In 2016, enterprises spent $23B on public cloud IaaS services. By 2020, that figure is expected to reach $65B. The public cloud is now used like a utility, and like any utility, there is waste. Who's responsible for optimizing the infrastructure and reducing wasted expenses? It’s DevOps. The excess expense, known as cloud waste, comprises several interrelated problems: services running when they don't need to be, improperly sized infrastructure, orphaned resources, and shadow IT. There are a few core tenets of DevOps—holistic thinking, no silos, rapid useful feedback, and automation—that can be applied to reducing your cloud waste. Join Chris to learn why you should include continuous cost optimization in your DevOps processes. Automate cost control, reduce your cloud expenses, and make your life easier.

Eliminate Cloud Waste with a Holistic DevOps Strategy

TechWell

With the recent emergence of DevOps across the industry, testing organizations are being challenged to transform themselves significantly within a short period of time to stay meaningful within their organizations. It’s not easy to plan and approach these changes considering the way testing organizations have remained structured for ages. These challenges start from foundational organizational structures and can cut across leadership influence, competencies, tools strategy, infrastructure, and other dimensions. Sumit Kumar shares his experience assisting various organizations to overcome these challenges using an organized DevOps enablement framework. The framework includes radical restructuring, turning the tools strategy upside down, a multidimensional workforce enablement supported by infrastructure changes, redeveloped collaborations models, and more. From his real world experiences Sumit shares tips for approaching this journey and explains the roadmap for testing organizations to transform themselves to lead the quality in DevOps.

Transform Test Organizations for the New World of DevOps

TechWell

All too often, the triple constraints—time, cost, and quality—are bandied about as if they are the be-all, end-all. While they are important, leadership—the fourth and larger underpinning constraint—influences the first three. Statistics on project success and failure abound, and these measurements are usually taken against the triple constraints. According to the Project Management Institute, only 53 percent of projects are completed within budget, and only 49 percent are completed on time. If so many projects overrun budget and are late, we can’t really say, “Good, fast, or cheap—pick two.” Rob Burkett talks about leadership at every level of a team. He shares his insights and stories gleaned from his years of IT and project management experience. Rob speaks to some of the glaring difficulties in the workplace in general and some specifically related to IT delivery and project management. Leave with a clearer understanding of how to communicate with teams and team members, and gain a better understanding of how you can be a leader—up and down your organization.

The Fourth Constraint in Project Delivery—Leadership

TechWell

As teams grow, organizations often draw a distinction between feature teams, which deliver the visible business value to the user, and component teams, which manage shared work. Steve Berczuk says that this distinction can help organizations be more productive and scale effectively, but he recognizes that not all shared work fits into this model. Some work is best handled by “specialists,” that is people with unique skills. Although teams composed entirely of T-shaped people is ideal, certain skills are hard to come by and are used irregularly across an organization. Since these specialists often need to work closely with teams, rather than working from their own backlog, they don’t fit into the component team model. The use of shared resources presents challenges to the agile planning model. Steve Berczuk shares how teams such as those providing infrastructure services and specialists can fit into a feature+component team model, and how variations such as embedding specialists in a scrum team can both present process challenges and add significant value to both the team and the larger organization.

Resolve the Contradiction of Specialists within Agile Teams

TechWell

Metrics don’t have to be a necessary evil. If done right, metrics can help guide us to make better forward-looking decisions, rather than being used for simply managing or monitoring. They can help us identify trade-offs between options for what to do next versus punitive or worse, purely managerial measures. Steve Martin won’t be giving the Top Ten List of field-tested metrics you should use. Instead, in this interactive mini-workshop, he leads you through the critical thinking necessary for you to determine what is right for you to measure. First, Steve explores why you want to measure something—whether it’s for a team, a portfolio, or even an agile transformation. Next, he provides multiple real-life metrics examples to help drive home concepts behind characteristics of good and bad metrics. Finally, Steve shows how to run his field-tested agile game—Pin the Tail on the Metric. Take back this activity to help you guide metrics conversations at your organization.

Pin the Tail on the Metric: A Field-Tested Agile Game

TechWell

A hierarchy is an organizational network that has a top and a bottom, and where position is determined by rank, importance, and value. A holarchy is a network that has no top or bottom and where each person’s value derives from his ability, rather than position. As more companies seek the benefits of agile, leaders need to build and sustain delivery capability while scaling agile without introducing unnecessary process and overhead. The Agile Performance Holarchy (APH) is an empirical model for scaling and sustaining agility while continuing to deliver great products. Jeff Dalton designed the APH by drawing from lessons learned observing and assessing hundreds of agile companies and teams. The APH helps implement a holarchy—a system composed of interacting organizational units called holons—centered on a series of performance circles that embody the behaviors of high performing agile organizations. Jeff describes how APH provides guidelines in the areas of leadership, values, teaming, visioning, governing, building, supporting, and engaging within an all-agile organization. Join Jeff to see what the APH is all about and how you can use it in your team and organization.

Agile Performance Holarchy (APH)—A Model for Scaling Agile Teams

TechWell

A Business-First Approach to DevOps Implementation

TechWell

DevOps is transforming software development with many organizations adopting lean development practices, implementing continuous integration (CI), and performing regular continuous deployment (CD) to their production environments. However, the database is largely ignored and often seen as a bottleneck in the DevOps process. Steve Jones discusses the challenges of database development and why many developers find the database to be an impediment to the CD process. Steve shares the techniques you can use to fit a database into the DevOps process. Learn how to store database code in a version control system, and the differences between that and application code. Steve demonstrates a CI process with SQL code and uses automated testing frameworks to check the code. Steve then shows how automated releases with manual gates can reduce the stress and risk of database deployments while ensuring consistent, reliable, repeatable releases to QA, UAT, and production.

Databases in a Continuous Integration/Delivery Process

TechWell

Organizations are moving rapidly into mobile technology, which has significantly increased the demand for testing of mobile applications. David Dangs says testers naturally are turning to automation to help ease the workload, increase potential test coverage, and improve testing efficiency. But should you try to automate all things mobile? Unfortunately, the answer is not always clear. Mobile has its own set of complications, compounded by a wide variety of devices and OS platforms. Join David to learn what mobile testing activities are ripe for automation—and those items best left to manual efforts. He describes the various considerations for automating each type of mobile application: mobile web, native app, and hybrid applications. David also covers device-level testing, types of testing, available automation tools, and recommendations for automation effectiveness. Finally, based on his years of mobile testing experience, David provides some tips and tricks to approach mobile automation. Leave with a clear plan for automating your mobile applications.

Mobile Testing: What—and What Not—to Automate

TechWell

Diversity is becoming the norm in everyday life. However, introducing global delivery models without a proper understanding of intercultural differences can lead to difficulty, frustration, and reduced productivity. Priyanka Sharma and Thena Barry say that in our diverse world, we need teams with people who can cross these boundaries, communicate effectively, and build the diverse networks necessary to avoid problems. We need to learn about cultural intelligence (CI) and cultural quotient (CQ). CI is the ability to relate and work effectively across cultures. CQ is the cognitive, motivational, and behavioral capacity to understand and respond to beliefs, values, attitudes, and behaviors of individuals and groups. Together, CI and CQ can help us build behavioral capacities that aid motivation, behavior, and productivity in teams as well as individuals. Priyanka and Thena show how to build a more culturally intelligent place with tools and techniques from Leading with Cultural Intelligence, as well as content from the Hofstede cultural model. In addition, they illustrate the model with real-life experiences and demonstrate how they adapted in similar circumstances.

Cultural Intelligence: A Key Skill for Success

TechWell

Why would a century-old utility with no direct competitors take on the challenge of transforming its entire IT application organization to an agile methodology? In an increasingly interconnected world, the expectations of customers continue to evolve. From smart meters to smart phones, IoT is creating a crisis point for industries not accustomed to rapid change. Glen Morris explains that pizzas can be tracked by the minute and packages at every stop, and customers now expect this same customer service model should exist for all industries—including power. Glen examines how to create momentum and transform non-IT-focused industries to an agile model. If you are struggling with gaining traction in your pursuit of agile within your business, Glen gives you concrete, practical experiences to leverage in your pursuit. Finally, he communicates how to gain buy-in from business partners who have no idea or concern about agile or its methodologies. If your business partners look at you with amusement when you mention the need for a dedicated Product Owner, join Glen as he walks you through the approaches to overcoming agile skepticism.

Turn the Lights On: A Power Utility Company's Agile Transformation

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Exploding Management Myths

1. BT12 Session 6/6/2013 3:45 PM "Exploding Management Myths" Presented by: Johanna Rothman Rothman Consulting Group, Inc. Brought to you by: 340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com

2. Johanna Rothman Rothman Consulting Group, Inc. Johanna Rothman, known as the “Pragmatic Manager,” helps organizational leaders identify problems and risks in their product development helping them recognize potential “gotchas,” seize opportunities, and remove impediments. Johanna is the technical editor for agileconnection.com and is the author of Manage Your Job Search, Hiring Geeks That Fit, Manage Your Project Portfolio: Increase Your Capacity and Finish More Projects, the 2008 Jolt Productivity award-winning Manage It! Your Guide to Modern, Pragmatic Project Management, and Behind Closed Doors: Secrets of Great Management. She is currently writing a book about agile program management. In addition, she writes columns for Stickyminds.com and projectmanagment.com, and writes two blogs on her web site,jrothman.com, as well as a blog on createadaptablelife.com.

3. Exploding Management Myths Johanna Rothman www.jrothman.com @johannarothman jr@jrothman.com 781-641-4046

12. “I Know How Long the Work Should Take...” Conceptually easy to understand is not the same as easy to complete related to Dunning-Kruger effect Wanting to have the work take less time does not make it so 10 © 2013 Johanna Rothman

15. Let’s Stay In Touch... I’ve been writing the myths, one a month on Stickyminds, and then posting afterwards on my site, www.jrothman.com Pragmatic Manager: www.jrothman.com/ pragmaticmanager Please link with me on LinkedIn 13 © 2013 Johanna Rothman

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