aln-bengaluru - agile management - driving leadership & complexity of …
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Agile Leadership Network - Bengaluru Chapter PresentationTRANSCRIPT
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Agile Management driving leadership & complexity of change
Ravi KumarHCL Technologies Ltd.
Thursday, 8 November 12
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agendaagile management & roles – quandary vs conundrum
many manifestos and agile principles – where is focus on management?
obstacles for agile
software development - a complex adaptive system
views of management
measurements
future of management
where do we go from here
Thursday, 8 November 12
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agile management & roles
http://socialneteffect.com/social-media-marketing-2/quandary-vs-conundrum
Servant leader & facilitator – SCRUM Master
Owner of project vision & represents the customer – Product Owner
Project Manager – Where does he fit now?
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"Poor management can increase software costs more rapidly than any
other factor."—Barry Boehm
http://geekandpoke.typepad.com/geekandpoke/2007/08/page/3/
management & project failures
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Accept Uncertainty, Manage with Transparency
uncertainty & urgency
agile
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agile manifesto
http://agilemanifesto.org/
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agile principles
Our highest priority is to satisfy the customerthrough early and continuous deliveryof valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Which of these principles is focused on
management?
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manifesto for software craftsmanship
http://manifesto.softwarecraftsmanship.org/
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declaration of interdependence
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obstacles for agile
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obstacles for agile
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complex adaptive systems
wikipedia
software
develo
pment
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complex adaptive systems
cognitive-edge.com
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6 views of agile management
Align Constraints
Develop Competence
Grow Structure
Improve Everything
Energize People
Empower Teams
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situational leadership
http://www.informit.com/articles/article.aspx?p=1675546
One-way communicat
ion
from the manage
r
two-way communicat
ion to get
“buy in” from
the individu
alshared decis
ion-making about
the tasks an
d how they
should be ac
complished
manager is st
ill involved,
but responsi
bility and
authority are
passed
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organizational style
Coordination
between
functional t
eams is
performed by
managers
Coordination
between
functional t
eams by the
teams themselves
Coordination
between
cross-functi
onal teams
by a project
manager or
other autho
rities above
the teams
Coordination
between
cross-functi
onal teams
by the team
s themselves
http://www.informit.com/articles/article.aspx?p=1674234&seqNum=10
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governance vs anarchy
http://www.informit.com/articles/article.aspx?p=1675545
CHAOS - Absence of order (presence of disorder)
COMPLEXITY - Absence of imposed (top-down) order
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improvement initiatives
Implementation of Lean Six Sigma
Identifying and elimination of waste is promiscuous
Geared only towards process refinement or efficiency
Design for Six Sigma(DFSS) model might be effective alternate.
initiatives are primarily focused on quality and estimation improvement, that is, better control over scope, time, and resources, whilst maximizing the production rate through use of quality improvement techniques such as peer code
reviews - De Marco & List: Peopleware
Process improvement Initiatives don’t work
http://www.bpminstitute.org/resources/articles/what-bpm-anyway
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measurements
Earned Value (EV) as a measure for agile projects will not work
agile projects are non linear
Plans often change and so does feature values
First time right in agile projects
often misconstrued for not changing code after delivered
CFDs are good for visualization
helps tracking and cycle time
can be customized to depict value delivered
Measures must help improving & decision making not just tracking
Inappropriate for agile
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the end & future of management
“We are all prisoners of our paradigms. And as
Managers, we are captives of a paradigm that places the pursuit of efficiency ahead of every other
goal…”
“21st century managers are still obsessing over the same problems that occupied his inventive mind a hundred years ago”
- Fredrick Winslow Taylor
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agile management - where from here?
So what if agile principles don’t talk about management
Look for lean practices to compliment in the agile journey.
agile management roles must embrace responsibilities.
Software development is a Complex matter
Borrowing practices blindly may not yield desired results
Be agile about the way you go about adopting agile
Organization change management centered around people and continuous improvement is critical
One true agile…there’s nothing like that
Adapting and evolving pays better dividends over striving for efficiency.
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