schedule Mar 15th 11:30 AM - 01:00 PM place Esquire

We need good agile managers, if we hope to sustain rapid adaptation and innovation. Agile managers deliver coherent chunks of value, rapidly adapt to changing circumstances, and experiment with new approaches. Because they depend on their teams to support their own agile needs, they demand agility from their teams.

Management talent is rare, and agile management talent even rarer. Gallup has surveyed thousands of managers, finding that low-talent managers, unfortunately a majority, create dysfunctional teams, build unsupported products and produce little sustained value. So developing high-talent agile managers matters.

Agile managers adopt five agile base patterns for themselves: they measure economic progress, proactively experiment to improve, limit work-in-process by time and costradiate collective responsibility, and collaboratively solve systemic problems. It turns out these patterns have analogues in high-talent (non-agile) manager talents. That’s a relief, because we can focus agile manager development on extending the talents good managers already have.

In this workshop, we'll explore agile manager characteristics, and management dysfunctions. We'll create approaches to move good general managers to good agile managers. We'll explore strategies for dealing with mediocre managers, whether they are peers or superiors. And we'll learning how to improve our own management agility.

This talk comes from well-documented experience. I have held management roles from Team Lead through VP Engineering and CEO. At Citrix, Skype, Amway and other large companies, I used agile to help manage a 24-member user-experience department, three different agile coach teams and a 50-member data science department. Much of this work has been described in conference papers and detailed blog posts.

 

 
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Outline/structure of the Session

  • High-Talent Managers
    • What are the five characteristics of high-talent managers?
    • Should we promote, develop or bench existing managers?
    • Exercise:
      • Assess managers we know (anonymously, of course).
      • Categorize and brainstorm ideas for improvement
  • Five Agile Base Patterns
    • Are you, your team, your manager, and your organization "are sustainably agile"?
    • Exercise(at a table): 
      • Self-assess for individual agility
      • Brainstorm ways to improve individual agility
  • Strategy Scrum Teams
    • Can we apply Scrum to common management projects?
    • Why should managers be doing anything other than impediment removal and fighting fires?
    • How can we help them?
  • Change the Organization
    • Kotter Organizational Change Model
    • Exercise (at a table):
      • Pick a particular situation, and construct a plan to improve manager agility

Learning Outcome

Attendees will learn to

  • identify high-talent, teachable and low-talent managers, using Gallup High-Talent Manager research, and understand how to develop and achieve success for them and the organization
  • assess the agility of individuals, teams, managers and organizations, using Agile Base Patterns
  • assess our own agility and construct a game-plan to improve ourselves
  • introduce Strategy Scrum into management projects, to improve success and sustainability
  • change organizations using the Kotter Organizational Change model, specifically in this area of agile manager development

Target Audience

Individual contributors, managers and servant leaders who want to promote sustainable agility

schedule Submitted 2 years ago

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  • Dan R Greening
    By Dan R Greening  ~  2 years ago
    reply Reply

    I don't yet. A related topic is Agile Leadership Patterns, which I am speaking about in a conversation with Jeff Sutherland (co-inventor of Scrum) in 2 hours. Agile 2015 USA might video tape this. If so, I'll provide that.

    • Ravi Kumar
      By Ravi Kumar  ~  2 years ago
      reply Reply

      Hi Dan,

      Any videos and slides from the talk. Hope you have them.

       

      Thanks,

       

      Ravi

       

      • Dan R Greening
        By Dan R Greening  ~  2 years ago
        reply Reply

        Video from SB Agile is here: http://bit.ly/1O9kcaq

        Slides are here: http://files.meetup.com/13313742/Dan%20Greening%20-%20Agile%20Leadership%20Patterns%20-%2006-15.pdf

        I gave this talk to FedAgile 2015 last week, much more refined with time. It was videotaped and got very good reviews. I am asking for the video now.

  • Evan Leybourn
    By Evan Leybourn  ~  2 years ago
    reply Reply

    Hi Dan, 

    From the article and slides this looks very interesting. Do you have video of this presentation that you can share with the review team?

  • Rahul Sawhney
    By Rahul Sawhney  ~  2 years ago
    reply Reply

    Definitely worth looking at for Agile India. Dan recently presented his work on Agile Patterns at SB Agile and it generated a lot of interest and conversation.


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    As part of this talk, I will share my experiential insights on

    1. Outlook of scrum is highly favourable. Although scrum methodologies have greatly increased productivity, scrum is not without its problems. We need to quickly address these gaps
    2. While scrum has kept scrum roles and scrum artifacts lean, it has empowered teams on the ground to learn the art of performing scrum events. Are we keeping these events lean and Valuable?
    3. Lean scrum – The need of the hour
    4. What is Lean Scrum
    5. Anti-Patterns/Most frequently faced challenges/ wastes experienced by scrum teams in each of the scrum events (case findings based on my experience)
    6. Where do the scrum teams stand on "expected scrum patterns" in each of the scrum events (case findings based on my experience)
    7. Leverage "Lean Framework" to craft scrum events towards value generation. How to draw "AS-IS" and "TO-BE" Value stream management maps for two scrum events.
    8. Leverage "Lean framework" to help scrum teams to learn the art of performing scrum events through realizing value and enhancing their reach on "expected scrum patterns".
    9. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software” The term value is increasingly becoming starting point of what we do. We need to keep questioning everything we do using customer value generation as the yard stick

    Unless, we drive scrum events towards value generation by continuously eliminating waste/ anti patterns, there is no surprise that “Product owners and teams were just not willing and/or enthusiastic about Scrum best practices” as observed by "The 2015 state of scrum" report.

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    • With a couple of days still left in the week, you relax with a cup of Earl Grey tea and do some more thinking. Probably, get ready for the next sprint.

     

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    • We saw that the ownership and motivation in the team improved significantly.
      They were mindful about "why" they were working on the features they were working on.
    • Our customers would say, "This has completely changed the way I think about building products." 
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    An explicit policy that describes how to "slice" work Just-In-Time to help us create consistency, a shared language for work and better predictability.

    The Slicing Heuristic seeks to replace deterministic estimation rituals by incorporating empirical measurement of actual cycle times for the various types of work in your software delivery lifecycle.

    It is based on the hypothesis that empiricism leads to smaller cycle time duration and variation (which in business value terms means quicker time to market and better predictability) because it requires work to be sliced into clear, simple, unambiguous goals. Crucially, the heuristic also describes success criteria to ensure it is achieving the level of predictability we require.

    Its application is most effective when used for all levels of work, but can certainly be used for individual work types. For example, a User Story heuristic can be an extremely effective way of creating smaller, simpler work increments, allowing teams to provide empirical forecasts without the need for estimating how long individual stories will take. However, if you are able to incorporate this concept from the portfolio level down, the idea is that you define each work type (e.g. Program, Project, Feature, User Story, etc.) along with a Slicing Heuristic, which forms part of that work type’s Definition of Ready.

    This talk will equip teams and organisations who are established on their Agile journey with a robust, clear and repeatable method for improving the quality and time-to-market of their software development efforts.

  • Liked Bennet Vallet
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    Bennet Vallet - How Predictable is Your Agile Project

    45 mins
    Talk
    Advanced

    “When will it be done?” That is the first question your customers ask you once you start work for them. And, for the most part, it is the only thing they are interested in until you deliver. Whether your process is predictable or not is judged by the accuracy of your answer. Think about how many times you have been asked that question and think how many times you have been wrong. Now think about how much harder it is to answer that question when practicing Agile at scale. Your customers most likely feel like they have better odds of winning the lottery than they do of your next Agile project coming in on time. That you don't know your odds of success is not necessarily your fault. You have been taught to collect the wrong metrics, implement the wrong policies, and make the wrong decisions. Until now. This session will introduce how to utilize the basic metrics of flow to more effectively manage the uncertainty associated with very large scale software development. In it, we will discuss how to leverage the power of advanced analytics like Cumulative Flow Diagrams, Cycle Time Scatterplots, and Monte Carlo Simulations to drive predictability at all levels of the organization. Your customers demand better predictability. Isn’t it time you delivered?

    The metrics of flow provide a comprehensive, analytics driven methodology for agile development at scale. By capturing real-time flow metrics and by using powerful analytical tools such as the Cumulative Flow Diagram (CFD), Cycle Time Scatterplot, and Monte Carlo Simulations one is able to more effectively manage the complexity associated with very large scale software development. Better management of complexity ultimately leads to better predictability.

    Further, these metrics provide transparency at all organizational layers. At the team level the metrics provide real-time information and act as a catalyst for continuous improvement; and at retrospectives the teams will always have the most accurate, critical and objective information upon which to base any action. For Scrum Masters and the team the metrics provide insight and levers to pull. This level of visibility is crucial to decision making as most organizations and teams can perform multiple types of work across varied layers of work-units.

    Similarly, at the enterprise and/or program level the metrics provide the transparency required to effectively manage complex and geographically distributed development and maintenance environments. One is able to track progress, productivity and pro-actively act on systemic issues such as infrastructure concerns, resource capacity, cross-team dependencies, and integration.

    Flow metrics are the most effective means to manage to predictable outcomes in an inherently uncertain field. The use of Scatterplots and Monte Carlo Simulation based on real historical metrics eliminates any need for subjective estimation. At all levels of an organization, these metrics provide much higher levels of confidence and more realistic projections.

  • Liked Krishnamurty VG Pammi
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    Krishnamurty VG Pammi - Building Cross functional teams by example.

    Krishnamurty VG Pammi
    Krishnamurty VG Pammi
    Agile Coach
    IVY Comptech
    schedule 2 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    Cross functional team (CFT) as a whole has all the skills needed to build the product, and that each team member is willing to do more than just their own thing. Agile methodologies recommend long lived CFTs to implement agile manifesto and principles effectively. CFTs have become more popular in recent years for many reasons that include but not limited to:

    1. They improve coordination and integration
    2. They are flexible to adapt to changing market needs
    3. They develop innovative products more quickly
    4. They span across organization boundaries
    5. They improve problem solving and lead to more thorough decision making

    To be precise, we are not fully agile if we do not nurture CFTs. Not far from now, you will see digital enterprises trying to compete with each other in developing and releasing their apps every 5 days.  CFTs will become one of the fundamental pillars for agile methodologies to adapt to such aggressive future needs

    Building CFTs is an art and nurturing collaboration among CFTs is even more challenging. In this talk, I will explain about

    (1) Building Cross Functional Teams by Example

    (2) Nurturing Cross-functional Team Collaboration

    (3) Imperative elements that need to be considered for succeeding with cross functional teams. Without proper attention to these elements, any cross-functional team will be fighting an uphill battle to succeed.