How to become a Poet and Firefighter still being IT Manager
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The document provides guidance on how an IT manager can also be a poet and firefighter by eliminating wasteful work, using agile development practices like stage gating, delegating tasks, and establishing a network of self-organizing teams to reduce the manager's workload and create more time for creative pursuits. It recommends visualizing control points and metrics and using kanban boards to optimize workflow and identify bottlenecks. The goal is to distribute management functions across an organization so the manager has time for poetry, handling exceptions thoughtfully, and other non-managerial activities.
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How to become a Poet and Firefighter still being IT Manager
- 1. Guide to Becoming a Poet & Firefighter while still being IT Manager
- 3. Why IT Managers aren’t Poets and Firefighters? • They are tired • They have no time • Nobody told them they can • The Force is not with them
- 4. Non-managers love this stuff victimizing their daily work Popular Myth
- 5. Senior Developer System Analyst Back End Developer Holy Tired Manager aka Bottleneck The Team Often Reality
- 6. Popular Myth Since non-managers feel victimized by their daily work, they dream of their managers to suffer in the same way all together. They also cannot imagine any another kind of work.
- 7. Holy Tired Manager without Situation Outlook Never try to Satisfy these Dreams Closest Followers outstand the Others The Others aka Hidden Folk
- 8. Recap – Being a MANAGER
- 9. State-of-the-Art MANAGER • Systematic thinking / Multiple steps plans • Telling the Empty from Full (B.S. from the R.S.) • Understanding others’ Pictures of the World • Organizational Architect • Determination / Making Decisions • Able to Fight the Resistance
- 10. Define 5 Clarities 1. Clear goal - what do we want 2. Clear way - general approach 3. Clear rules - how and how not 4. Clear awards & punishment - for what and when 5. Clear samples of achievement - to make believe it is possible Nothing here about multitasking, micromanagement or being Ze Boss
- 11. 3. Order 1. Disorder 0. Disorganization Understand 3 Levels of Order No direct shortcut. Interim Simplified Order needed first
- 12. Rise by 8 Levels of Management Be Select Answers Answer Questions Ask Questions Irrational Management Delegate Control and Order Making Document and Standardize the Rules Define Order, Communicate Order, Control @ Control Points Effort needed Impactachieved
- 13. Being a Fire – Motivating by Closeness Too close Happy Circle – Warm and Light Punishment Circle – Cold and Dark Closeness to - Information - Interesting work - Benefits
- 14. Lets get back to IT
- 15. IT‘s Easy • Eliminate Wasteful work • Stage Gating • Delegate and Eliminate yourself • Agile Development • Good Black Box principle – Development Factories • Network of Cells with Single Windows • Decrease the Control Effort by Visualization of Control Points • Kanban • Agile Development • React to Exceptions
- 17. Stage Gating Brilliant idea Business Case Scope & Estimate Implement Business Case verification Business Case measurement Project card Business committee Business committee Business committee Gate Keepers committee
- 18. Stupid Simple Project card Financialimpact 3 6 10 2 5 6 1 2 3 Alignment with Strategy Problem / Opportunity Solution Brief Gain forecast Savings forecast Scale of impact Aligned to Strategic Goal
- 19. Stupid Simple Project Rating Matrix Current products New features New products New technology Current Customers Competitors’ Customers New Customers New segments
- 20. Delegate & Eliminate Yourself
- 22. The Atern Lifecycle Processes No Management No Management Low Management Involvement
- 23. Fit to Purpose
- 24. Good Black Box Bad Black Box
- 25. Group Workstreams by Domains Team People around Workstreams Development Factories = Good Black Boxes
- 26. Each Factory consists of Two Factories
- 27. Scaling Up with Paratrooper Teams
- 28. Network of Cells : Value Stream Customers, Business users out of IT organization Product Team Routine business interaction layer Production layer Exception layer Tech Team Tech Team HR / Arch
- 29. Network of Cells with Single Windows Single Windows Everywhere: Kanban boards Agile/Scrum backlogs Cells are Teams: Minimum 2 people
- 31. Banners, Charts, Colors, Signals (vs Words)
- 32. Proper Metrics at Control Points • Angry Metrics • Time Remaining • Undone% • Estimates deviation% • Missed roadmap items/milestones • Hotfixes / Fires • Broken releases • Happy Metrics • Team velocity • Speed of routine operations (e.g. deployment) • Testing coverage% • Customer satisfaction • Break-free releases until next pizza • “Thankyous”
- 33. Gamification: Team Avatars, Zones, Points
- 34. Kanban Boards Visualize the Flow and Bottlenecks
- 35. Agile/Scrum Boards Visualize the Progress
- 36. Agile Burndown Charts Visualize the Forecast Honest Fail This one is ok Fake Success Look for Quality shortcuts Fake Difficulties and Goldplating Look for wasteful buffers in estimates
- 37. 2009-08-29 orem ipsum dolor sit amet, nse ctetur adi pis cing elit nisl 2009-09-01 orem ipsum dolor sit amet, co nse ctetur adi pis cing elit nisl Analysis Development Acceptance ProdNext Definition of Done: •Customer accepted •Ready for production Ongoing Done Definition of Done: • Code clean & checked in on trunk • Integrated & regression tested • Running on UAT environment Ongoing DoneOngoing Done Definition of Done: • Goal is clear • First tasks defined • Story split (if necessary) 2 3 3 2 Feature / story = completed = blocked = who is doing this right now 2009-08-20 2009-09-30 (description) • Panicfeatures (should be swarmed and kept moving. Interrupt other work and break WIP limits as necessary) • Priority features • Hard deadline features (only if deadline is at risk) • Oldest features 2009-09-02 orem ipsum dolor sit amet, co nse 2009-08-27 orem ipsum dolor sit amet, adi pis cing elit nisl 2009-08-20 orem olor sit amet, co nse ctetur adi pis cing elit nisl 2009-08-30 orem ipsum dolor sit amet, co adi pis cing elit nisl 2009-09-08 2009-08-25 orem ipsum dolor sit ctetur adi pis cing elit nisl Task / defectHard deadline (if applicable)Date when added to board orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur orem ipsum dolor sit amet, co nse ctetur (description) (description) (description) Why (description) Who is analyzing / testing right now = priority = panic What to pull first xxxx kjd dj d xxx Kanban kick-start exampleHenrik Kniberg www.crisp.se/kanban/example version 1.2 2009-11-16 (description) orem ipsum dolor sit amet, co nse ctetur =task =defect Anythinggoes- PanicTags,Memes,Swimminglanes
- 38. Now You have Time to ….
- 39. Observe, Think, Design, write a Poems
- 40. and React to Exceptions in Thoughtful Way
- 41. Summary • Eliminate Wasteful work • Stage Gating • Delegate and Eliminate yourself • Agile Development • Good Black Box principle – Development Factories • Network of Cells with Single Windows • Decrease the Control Effort by Control Points Visualization • Kanban • Agile Development • React to Exceptions
- 42. References • Tallinn School of Management, http://www.tarasov.ru/ • Sun Tzu, http://classics.mit.edu/Tzu/artwar.html • Pragmatic Marketing Framework, http://pragmaticmarketing.com • Agile Alliance, http://www.agilealliance.org • Scrum Alliance, http://www.scrumalliance.org • Niels Pflaeging, http://www.betacodex.org/ • Aleksej Kovaliov, www.linkedin.com/in/aleksejkovaliov
Hinweis der Redaktion
- Define the Order Individual management is also the Order Communicate the Order Need to understand the Types of Employees Set the Control Points Reports, tools, meetings, marks, metrics, KPIs Control Need to understand the Types of Employees Be Demanding Keep Authority
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