Let’s kill all the coaches: the real manager’s Agile repair kit

Unfortunately, it’s often an organization’s “real managers” – those with ongoing accountability for people and outcomes – who get caught in the middle of today’s Agile transformations. This can disrupt their teams’ commitments, push hard-earned experience to the sidelines or – what’s worse – make real managers a scapegoat for the transformation errors of others.

This program offers an alternative: becoming indispensable, by using the tools uniquely available to today’s development, testing, business analysis, release, program and infrastructure managers to help fix Agile implementation problems. Surprisingly, this is not especially difficult or risky; it’s simply a matter of recognizing the signs of stalling agility, and using some simple but powerful organizational levers to move everyone – teams, coaches, even executives – closer to a solution.

Contrary to widely held belief, most teams cannot be merely coached or directed to lasting transformation. Success depends, just as much, on the Agile routines these real managers put in place. This can be a key to taking control of your career in the new Agile workplace.

If you see Agile teams struggling, coaches complaining, or believe your current contributions to Agile success are in question, this program is for you. We will review some unique sources of Agile leverage – advantages which you – but no coach or senior executive – possess: a wide-angle view of functional performance, knowledge of hidden barriers, and the authority to ask real people for improvement.

 
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Outline/structure of the Session

Program outline:

  1. What makes a “real manager”? Managing people and their performance
  2. Caught in the middle of Agile transformation: no official Scrum title
  3. The task: becoming indispensable anyway
  4. Little secret: executives and coaches are not enough!
  5. Signals that agility is stalling… they’re everywhere
  6. What is transformational action? Repairing Agile systems
  7. Leverage points: data, experiments, quality of life, rate of change
  8. Development managers doing Agile repair
  9. Testing managers doing Agile repair
  10. Release managers doing Agile repair
  11. Conclusions

Learning Outcome

Participants will understand how to use activity data, experimentation, quality of life and rate of change information to determine how to contribute to Agile success in their organizations.

Target Audience

development managers, testing managers, business analysis managers, release managers, program managers and infrastructure managers

schedule Submitted 1 year ago

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