From self-organization to self-management. How manaement and HR changed when we made our agile transformation. This is from the Swedish book "Riv pyramiderna igen". Speach held at Agile People 3/12 2013 Gothenburg. Sorry for the broken fonts. Powerpoint on mac does not allow embedding.

1. Agile People Gothenburg
4/12 2013
Peter Antman
https://leanpub.com/pyramiderna

2. Exercise
 Secretly find
two persons in
the room
 Form a triangle
with them
 Keep your
distance all the
time
 (ignore distance
between them)

3. Debrief
 Any situations at work that is similar?
 Could a project leader have solved it?
 Variation: Look up an enemy and a shield.
Make sure shield is between you and
enemy. Will it ever stabilize?
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4. Peter Antman
Who am I?
0760 140 150
peter.antman@crisp.se
@peterantman
www.crisp.se/konsulter/peter.antm
an
blog.crisp.se/peterantman,
antman.se
Background…
 Developer since 1995
 Linux, Open Source and
Enterprise Java
 Leader and manager for
software developer since
2000
 Head of Product
Development, Polopoly
Atex 2007 - 2011
 Media business
 Drive: Help organizations
and people fully realize
their potential (doing
software development)
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5. Write down typical tasks and
responsibilities in a company
Employee
Manager
Knowledge
Decide
Competence
Power
Control
Command
Supervise
Resource
Obey
Responsibility
Time
Specialist
Money
Budget
What
Training
Recruite
Performance
Support
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Autonomy Freedom
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7. From following
knowledge
to generating knowled
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9. From resource efficiency
To flow efficiency
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10. The agile organization
Iterate
Pull
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11. HR
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12. Values in agile
organization
Team responsible
On demand (pull)
Short feedback
loops
Inner motivation
Continous improvement
System thinking
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13. Peter Antman
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Performance
Salary
Competence
Coaching

14. Development Manager @
Polopoly




Polopoly – Enterprise WebCMS
International take of 2008
Started Agile transformation 2007
Team of 8 ”hackers”…
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15. …made into 4
hyperproductive,
self-elected,
self-managing
scrum teams
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16. The archimedean lever
 The teams are selforganizing
 They have a shared
responsibility for
everything they deliver
 No one has more power
or authority than any
one else in the team
More and more strange with someone with too much power (the boss).
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17. Manage at system level
2. Enhance feedback
3. Change environment (pressure and support)
Feedback (information)
Environment
System
(knowledge)
Goal
Act(innovation)
1.
Clear goal (demanding but reachable)
4. Coach team and individuals (competence, motivation)
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18. Command
Manager
Team
Individual
Power
Autonomy
Competence
Support
Resources
Budget
Knowledge
Decide
Responsibility
Money
Specialist
Time
Training
Recrute Performance
Freedom
What (PO)
Peter
Supervise Antman
Control
Obey
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19. Management areas that
changed






Coaching
Titles/Roles
Hiring
Performance reviews
Salary
Competence
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21. From manager
to coach
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23. From titles to roles
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25. Before hiring
We love to work
here
So we like all
our friends to
work here too
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26. Hiring – from heroism empircis
to
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27. Beware of tempo
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29. All the research shows performance
appraisals demotivate people but we still
hand out performance appraisals thinking
that will help employees improve
performance proving that much of what we
think and do is fundamentally flawed.
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30. ”Utvecklingssamtal” –
Performance reviews
 A mandated process
 for a specified period in
time
 A group of employees
 work performance,
behaviours or traits
 are rated, judged or
described
 by a person other than
the rated employee
 The result is signed and
kept by the organization
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31. Performance reviews not in
line
with agile values
Team responsible
On demand (pull)
Short feedback
loops
Inner motivation
Continous improvement
System thinking
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32. We tried
Δ
+
The foo
lib
Help
recruiting
Team meeting every 1 month
Personal retrospective 6 month
Voluntary one-on-ones
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33. Team barometer
& Happiness metrics
Team A
Team B
Team C
Team D
Totalt

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35. Salaries
€
€
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36. Three criteria for salaries
Viewed as fair (structure)
Encourage people to take more
responsibilities and improve their
work
It should be easy to hire both
junior and senior people without
braking rule 1
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37. Meeting 1
New salary process
We consider…
Individual capacities.
Such as skill, compe-tence,
engagement and
responsibilities /(no titles!)
The economic situation in the
company.
There is not an unlimited
amount of money available
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•
•
An existing structure.
Sets the boundaries for what a fair
salary might be
Absolute level
As if open book
Will not quit because
of salary
My ambition
is ..
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38. New salary process
We suggest…
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Meeting 2
OK
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39. The s-curve
 Try to handle absolute v.s. relative
growth
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40. I get compensation for my
work effort in the form of a
salary
I get rewarded together with every
one else through mutual
ownership of the organization I
have invested my knowledge
capital in
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42. Domain knowledge




Pair programming
Possible to switch team
Spikes
Allowed to take on stuff you do not
know (not pressing for the “right”
people to always do what they are
experts on)
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43. Professional knowledge





Dojos
Lab days (5 %)
Hackathons
Geeknights
Conferences
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45. From self organizing…





Chose team
No SM
All meetings open for everyone
Owns backlog (startup)
Coordinate through a ”ting”
to self managing
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46. Team collaboration as
networks
Ting
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47. Command
Manager
Team
Individual
Performance
Autonomy
Power
Money
Resources
Knowledge
Budget
Competence
Decide
Responsibility
Training
Specialist
Time
Freedom
Recrute
What (PO)
Support
Peter
Supervise Antman
Control
Obey
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48. Not much left to the boss








Vacations
Recruitment
Time reporting
Salaries
Team coaching
Ceremonies
Management group
Budget and economy
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49. Future: Teams with support
services
Budget
Salary
Recruting
Ting
Competence
Coaching
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50. Manager role in an agile
organization






A servant
that enables
people to do a great job
based on their unique pre-conditions
by tending the environment
(and only when absolutely needed do
individual interventions)
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