agileblog 06/02/2009

  • tags: agile, manager, agileblog

    • or the agile manager, teams become a fundamental object of study: how they work and develop over time; how to form them and nurture their growth; and how to measure, reward, and sustain them for the long term.
    • The agile manager’s domain is as intimate outsider and champion of the team, not as inside micromanager or chum
    • assessing team health
    • having the ability to coach
    • making room for failure
    • “How can I array people to best increase throughput?” rather than, “How can I maximize ‘my’ people being utilized at 100 percent?”
    • formulate a new resource management model that helps strong teams form and stay together for continued value delivery
    • change performance measurements to complement, rather than contradict, agile values
    • Motivating teams, rather than merely individuals,
    • The agile manager synchronizes with the cadence of the inspect-and-adapt cycle, helping performance feedback to teams and individuals become rapid, relevant, actionable, and open
    • An agile manager harnesses the metrics coming from the team and product owner both to help the team improve its own throughput and also to inform executives about how the teams are conforming to value
    • An agile manager uses lean skills such as value stream analysis and kaizen to achieve a deeper understanding of what motivates internal partners. Through this, an agile manager leads (or provokes) activities to “lean-out” the end-to-end processes in which their teams participate so that the value their teams deliver can be realized without delay.
    • saying “no” to starting more work
    • An agile manager needs to develop keen skills in organizational change and an ability to shepherd an organization through the adoption change curve
    • Are you catalyzing organization change to support agile values, starting with marshalling a culture of value delivery?
    • Do you provide significant organizational roadblock removal for agile teams? Do they perceive you as a coach and leader more than as a manager?
    • Are you able to effectively distribute resources across teams to maximize team value delivery, rather than striving for resource utilization per se?
    • Is your performance management system helping guide teams to their highest performance, while fairly evaluating both individual and team contributions?
    • Do you use metrics to help teams improve their performance and to help senior leaders make decisions that improve value delivery?
    • Does your organization make frequent project portfolio decisions based on value rather than conformance to schedule and budget?
    • Are you helping your internal partners create lean processes to synchronize with agile teams, rather than tolerating their velocity drag?
  • tags: agile, manager, agileblog

  • tags: agile, manager, agileblog

  • tags: agileblog, agile, management, managers

    • Jens Ostergaard
    • managers handle ‘external stuff’ to the team
    • he role that a line manager plays in an employee’s personal and professional development, often in the form of coaching or assisting in HR-related issues
    • ontract negotiations and procurement.
    • – (1) Provides organizational vision
      – (2) Removes impediments
      – (3) Assists with individual development
      – (4) Challenges team beyond mediocrity while respecting team boundaries
      – Helps individuals without sucking the responsibility out of the team
      – Balances observer and contributor roles
      – Gives individuals tools to be a great team member
      – Coaches teams through conflict resolution
      – Advocates for continuous improvement for teams and the organization at large
      – Buys things for the team (manages budget)
      – Provides the right environment
      – Manages portfolio of projects
    • 1. Providing organizational vision: Often teams flail because there is no vision ‘from on high’. Having this vision is important for team members to be able to relate their daily actions.
    • manager’s role in this process to remove escalated impediments from the team(s).
    • 3. Assists with individual development: We all have managers who mentor us in professional and sometimes personal growth. We felt that this is an important role for the manager to continue to play. Not all scrummasters have the authority or expertise to help in this regard.
    • The principle of self-managed teams would say “let them be; let them find their own way.” A principle of leadership, however, is to challenge teams. We discussed the fine line between challenging teams and taking away their ability to self-manage.
    • a manager role would be like a ‘ScrumMaster on steriods’- a person whose job it is to remove all escalated impediments for the team, take care of external stuff to the team, lead the team by challenging it, and assists direct reports with individual development and other HR-related challenges.
    • CMMI Level 5 Requirement 2.4.10 Review the activities, status, and results of the Agile Methods with higher level management and resolve issues (GP2.10)
    • ensure that higher level management has appropriate visibility into the project activities.
    • provide strategic vision, business strategy, and resources

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