1. 1 © Ron Lichty Webinar Series 2016 If We’re Agile… Why Do We Need Managers? Ron Lichty, principal, Ron Lichty Consulting author, Managing the Unmanageable www.RonLichty.com, www.ManagingTheUnmanageable.net

2. 2 © Ron Lichty Webinar Series 2016 Ron Lichty, Managing Software People & Teams SOFTWEST

3. 3 © Ron Lichty Webinar Series 2016 * Addison Wesley (Amazon, BarnesandNoble, InformIT.com, Safari) http://ManagingTheUnmanageable.net <----- tools, excerpts, more rules of thumb *

4. 4 © Ron Lichty Webinar Series 2016 Management Training Isn’t it odd... –how long we expect programmers to have studied the art of programming –how little we expect managers to have studied the art of managing?

5. 5 © Ron Lichty Webinar Series 2016 Management Training Agile…

6. 6 © Ron Lichty Webinar Series 2016 Managers Agile and manager training… Agile training…

7. 7 © Ron Lichty Webinar Series 2016 The Problem: ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)

8. 8 © Ron Lichty Webinar Series 2016 The Problem: Where Is the Manager? ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)

9. 9 © Ron Lichty Webinar Series 2016 The Problem: Where Is the Manager?

10. 10 © Ron Lichty Webinar Series 2016 --Laura Powers, crafted for Ron’s talk to Agile Learning Labs

11. 11 © Ron Lichty Webinar Series 2016 Rules of Thumb / Nuggets of Wisdom* * 300 in the bookmore at http://managingtheunmanageable.net/morerulesofthumb.html

12. 12 © Ron Lichty Webinar Series 2016 Rules of Thumb / Nuggets of Wisdom Measure twice, cut once. Life is simpler when you plow around the stump. Pair programming for half an hour during an interview will save everyone’s time. –David Vydra, TestDriven.com Brooks’s Law: Adding manpower to a late software project makes it later. –Frederick Brooks Jr., The Mythical Man-Month

13. 13 © Ron Lichty Webinar Series 2016 Managers and Agile “ A common misconception is that because of this reliance on self-organizing teams, there is little or no role for leaders of agile teams. Nothing could be further from the truth. ” --Mike Cohn, Succeeding with Agile

14. 14 © Ron Lichty Webinar Series 2016 Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams What’s unique about managing programmers What’s unique about programmers Finding and Hiring Great Programmers Getting New Programmers Started Off Right Managing People / Managing a Team Managing Up, Out, and Yourself Motivating Programmers and Teams Establishing/Nurturing a Successful Culture Managing Successful Software Delivery

15. 15 © Ron Lichty Webinar Series 2016 Agile Management Roles Familiar management roles teams still need Roles that change, sometimes dramatically Roles (and styles) that are inappropriate –Roles that are deprecated Management roles that are new with agile

16. 16 © Ron Lichty Webinar Series 2016 Managers and Agile Creating an Agile Culture Supporting Agile Values Empowering Self-Organization & Excellence Scaling Scrum Removing Impediments Counseling, Coaching and Mentoring Hiring and Firing

17. 17 © Ron Lichty Webinar Series 2016 Managers and Agile Creating an Agile Culture

18. 18 © Ron Lichty Webinar Series 2016 Creating an Agile Culture Theory Y: “enabling”, “empowering”, “developmental", “continuous improvement” -> Servant Leadership McGregor's X-Y Theory

19. 19 © Ron Lichty Webinar Series 2016 Managers and Agile Creating an Agile Culture Lean-Agile management is the art of leading people, not managing them... Leading people involves creating the correct environment, focusing them on the right things, and trusting them to do their work... In Lean-Agile, the manager has two primary responsibilities: setting the outcomes or goals expected of the team; assisting the doers in creating a better process and workspace to get their jobs done... --Alan Shalloway, Net Objectives

20. 20 © Ron Lichty Webinar Series 2016 Leaders and Agile Rules of Thumb Management sets the boundaries of what needs to be done and says to the team, I trust you to figure out how to get it done.

21. 21 © Ron Lichty Webinar Series 2016 Leaders and Agile Rules of Thumb Trust but verify.

22. 22 © Ron Lichty Webinar Series 2016 Leaders and Agile Rules of Thumb Trust but verify. - RONALD REAGAN

23. 23 © Ron Lichty Webinar Series 2016 Leaders and Agile Rules of Thumb –imperative not to micromanage –the essence of delegation –setting expected outcomes for teams Trust but verify. - RONALD REAGAN quoting VLADIMIR LENIN

24. 24 © Ron Lichty Webinar Series 2016 Leaders and Agile Rules of Thumb Trust but verify. - RONALD REAGAN quoting VLADIMIR LENIN I inspect what I expect. - ALAN LEFKOF, Netopia CEO, quoting LOU GERSTNER

25. 25 © Ron Lichty Webinar Series 2016 Communicating Create a culture of communication –at every level –with everyone up, down, within and across “We have two ears and one mouth. Use them in this ratio.” —Kimberly Wiefling

26. 26 © Ron Lichty Webinar Series 2016 Communication You cannot overcommunicate. -RON LICHTY

27. 27 © Ron Lichty Webinar Series 2016 Communication: Virtual Teams There is never enough communication Commit to communicate The more distance between teammates, the more you have to formalize communication and make it explicit. -TED YOUNG, Development Manager & Agile Coach, Guidewire

28. 28 © Ron Lichty Webinar Series 2016 Creating an Agile Culture Establishing Culture http://www.ManagingTheUnmanageable.net

29. 29 © Ron Lichty Webinar Series 2016 Managers and Agile Creating an Agile Culture Supporting Agile Values Empowering Self-Organization & Excellence Scaling Scrum Removing Impediments Counseling, Coaching and Mentoring Hiring and Firing

30. 30 © Ron Lichty Webinar Series 2016 Managers and Agile Supporting Agile Values http://www.ronlichty.com/study.html

31. 31 © Ron Lichty Webinar Series 2016 Managers and Agile Agile Adoption curve… http://www.ronlichty.com/study.html - the 2014 Study

32. 32 © Ron Lichty Webinar Series 2016 Managers and Agile Supporting Agile Values Methodology You Use Methodology You Associate with Increase Profits Agile Blended (Some Waterfall and Some Agile) LeanWaterfall Agile73.9%13.0%9.8%0.0% Blended (Some Waterfall and Some Agile) 31.8%46.2%10.6%6.1% Lean14.3%0.0%42.9%14.3% Waterfall15.8%50.0%18.4%13.2% Don't Know5.3%42.1%26.3%5.3% http://www.ronlichty.com/study.html - the 2013 Study

33. 33 © Ron Lichty Webinar Series 2016 Why might that be? The Agile Principles begin… –Our highest priority is to satisfy the customer… -- www.AgileManifesto.org

34. 34 © Ron Lichty Webinar Series 2016 What defines “Success”? Go beyond the Agile Principles… –Our highest priority is to delight the customer… -- www.AgileManifesto.org

35. 35 © Ron Lichty Webinar Series 2016 How do we do that? Agile practices?

36. 36 © Ron Lichty Webinar Series 2016 Agile Practices Do Deliver Value

37. 37 © Ron Lichty Webinar Series 2016 Agile Practices Deliver Value Planning Daily Planning Weekly (or biweekly or…) Planning Publicly Ordering Work Based on Customer Value Together defining “Done” Delivering Frequently Sharing how we’re doing Reflecting on how to do better

38. 38 © Ron Lichty Webinar Series 2016 Agile Practices Deliver Value Standups –Standups matter: –Effective, Daily Standups --2015 Study of Product Team Performance

39. 39 © Ron Lichty Webinar Series 2016 Agile Practices Do Deliver Value

40. 40 © Ron Lichty Webinar Series 2016 Voting Machines Deliver Value, too

41. 41 © Ron Lichty Webinar Series 2016 Voting Machines Deliver Value, too But no one claims voting machines are what make us a democracy

42. 42 © Ron Lichty Webinar Series 2016 Similarly… Agile Practices Don’t (by themselves) Make Us Agile

43. 43 © Ron Lichty Webinar Series 2016 Leaders and Agile Agile seems easy: it has practices –…and the practices deliver value Agile is hard because it’s not just practices Agile is a philosophy What’s hard: breathing life into the practices making them your own adapting them to the uniqueness of your teams, people, culture, products

44. 44 © Ron Lichty Webinar Series 2016 Similarly… Agile Practices Aren’t Enough to Make Us Agile “Becoming Agile is hard. It is harder than most other organizational change efforts I’ve witnessed or been part of [for reasons] including…the need to avoid turning Scrum into a list of best practices.” --Mike Cohn

45. 45 © Ron Lichty Webinar Series 2016 Agile Values and Agile Principles Make Us Agile

46. 46 © Ron Lichty Webinar Series 2016 Agile Values Make Us Agile The Agile Manifesto –We value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan -- http://agilemanifesto.org/http://agilemanifesto.org/

47. 47 © Ron Lichty Webinar Series 2016 http://agilemanifesto.org/principles.html

48. 48 © Ron Lichty Webinar Series 2016 Support Agile Values Value the Agile Manifesto over sets of practices –We value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan -- http://agilemanifesto.org/http://agilemanifesto.org/

49. 49 © Ron Lichty Webinar Series 2016 Agile Principles Make Us Agile Build projects around motivated individuals Trust… to get the job done Face-to-face conversation Self-organizing teams The team reflects, …tunes, …adjusts -- http://agilemanifesto.org/http://agilemanifesto.org/

50. 50 © Ron Lichty Webinar Series 2016 Managers and Agile Creating an Agile Culture Supporting Agile Values Empowering Self-Organization & Excellence Scaling Scrum Removing Impediments Counseling, Coaching and Mentoring Hiring and Firing

51. 51 © Ron Lichty Webinar Series 2016 Self-Organizing Teams If our self-organizing team were an acting troupe, … What kind of acting do we do?

52. 52 © Ron Lichty Webinar Series 2016 Self-Organizing Teams If our self-organizing team were an acting troupe, … What kind of acting do we do? If our self-organizing team were a music group, … What kind of music do we perform?

53. 53 © Ron Lichty Webinar Series 2016 Self-Organizing Teams If our self-organizing team were an acting troupe, … What kind of acting do we do? If our self-organizing team were a music combo, … What kind of music do we perform? Who is the leader?

54. 54 © Ron Lichty Webinar Series 2016 Managers and Agile Empowering Self-Organization & Excellence When teams self-organize there's still plenty for managers to do... a managers job is to engineer the organization so that teams can do their best work. --Esther Derby, co-founder, Scrum Alliance

55. 55 © Ron Lichty Webinar Series 2016 Projects Not Suitable for Agile?

56. 56 © Ron Lichty Webinar Series 2016 Projects Not Suitable for Agile? Micromanagement

57. 57 © Ron Lichty Webinar Series 2016 Projects Not Suitable for Agile? Micromanagement disrupts Agile Micromanagement prevents Best Teams Micromanagement prevents Learning Micromanaged teams become order-takers

58. 58 © Ron Lichty Webinar Series 2016 Projects Not Suitable for Agile? Micromanagement disrupts Agile Micromanagement prevents Best Teams Micromanagement prevents Learning Micromanaged teams become order-takers Agile calls for everyone on the team to step up Micromanagement causes everyone to step back

59. 59 © Ron Lichty Webinar Series 2016 Managers and Agile Empowering Self-Organization & Excellence http://www.ManagingTheUnmanageable.net

60. 60 © Ron Lichty Webinar Series 2016 Managers and Agile Creating an Agile Culture Supporting Agile Values Empowering Self-Organization & Excellence Scaling Scrum Removing Impediments Counseling, Coaching and Mentoring Hiring and Firing

61. 61 © Ron Lichty Webinar Series 2016 Scrum Teams ScrumTeam.jpg (from Exploring Scrum- the Fundamentals, by Dan Rawsthorne & Doug Shimp)

62. 62 © Ron Lichty Webinar Series 2016 Agile Organization best practices: example VersionOne: Frameworks for Scaling Agile: A Case Study, http://blogs.versionone.com/agile_management/2014/03/25/safe-and-other-frameworks-for-scaling-agile-a-case-study/http://blogs.versionone.com/agile_management/2014/03/25/safe-and-other-frameworks-for-scaling-agile-a-case-study/

63. 63 © Ron Lichty Webinar Series 2016 Leading “Guilds” that span Scrum Teams Kniberg calls them –“Chapters” that span “Squads” https://dl.dropbox.com/u/1018963/Articles/SpotifyScaling.pdf

64. 64 © Ron Lichty Webinar Series 2016 Leading “Guilds” that span Scrum Teams Kniberg layers in “Guilds”: –Communities of Practice https://dl.dropbox.com/u/1018963/Articles/SpotifyScaling.pdf

65. 65 © Ron Lichty Webinar Series 2016 Managers and Agile Creating an Agile Culture Supporting Agile Values Empowering Self-Organization & Excellence Scaling Scrum Removing Impediments Counseling, Coaching and Mentoring Hiring and Firing

66. 66 © Ron Lichty Webinar Series 2016 Managers and Agile Removing Impediments

67. 67 © Ron Lichty Webinar Series 2016 Managers and Agile Removing Impediments “ Managers are still needed. Not so much for their planning and controlling ability, but for the important job of interfacing on the team ’ s behalf with the rest of the organization. ” --Diana Larsen, co-author, Agile Retrospectives

68. 68 © Ron Lichty Webinar Series 2016 Managers and Agile Removing Impediments Be a damper to the noise. --Joe Kleinschmidt, CTO John Evans, Winchester, Hants, United Kingdom, www.thetippingpoint.co.uk

69. 69 © Ron Lichty Webinar Series 2016 Managers and Agile Removing Impediments Ensure your team has slack! (100% capacity begets bottlenecks!) --photo (c) Bud Adams, SXC, www.aimpgh.com

70. 70 © Ron Lichty Webinar Series 2016 Managers and Agile Removing Impediments: Protect team focus! (Guard against the waste of multitasking!) --photo (c) jeweledlion, http://www.flickr.com/photos/jeweledlion/1502706553/ Some rights reserved

71. 71 © Ron Lichty Webinar Series 2016 Managers and Agile Creating an Agile Culture Supporting Agile Values Empowering Self-Organization & Excellence Scaling Scrum Removing Impediments Counseling, Coaching and Mentoring Hiring and Firing

72. 72 © Ron Lichty Webinar Series 2016 Managers and Agile Counseling, Coaching and Mentoring Photo by Esti Alvarez, Some rights reserved, http://www.Flickr.com/photos/esti/4638056301/

73. 73 © Ron Lichty Webinar Series 2016 Managers and Agile Creating an Agile Culture Supporting Agile Values Empowering Self-Organization & Excellence Scaling Scrum Removing Impediments Counseling, Coaching and Mentoring Hiring and Firing

74. 74 © Ron Lichty Webinar Series 2016 Managers and Agile Hiring and Firing Always be recruiting! -- Mickey Mantle and Ron Lichty, Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams

75. 75 © Ron Lichty Webinar Series 2016 Managers and Agile Hiring and Firing Always be recruiting! Deal with problem employees!

76. 76 © Ron Lichty Webinar Series 2016 How Do We Foster an Agile Culture? Trust Our People Empower Self-Organization & Excellence Expect / Enable Truly Shared Leadership Model, Defend, Evangelize Agile Values Foster a Culture of Communication Encourage Teamwork and Collaboration Shield Teams from Politics & Distraction Take Care of Stuff! Take Care of Teams!

77. 77 © Ron Lichty Webinar Series 2016 Managers and Agile Critical to agile transformational success Key roles in agile Managers must adapt to & own these roles Starts by understanding these new roles Agile demands that managers (like everyone else) be proactive!

78. 78 © Ron Lichty Webinar Series 2016 Ron Lichty Consulting Mentoring, coaching, interim and acting CTO / VP Eng roles: –http://ronlichty.com, Ron@RonLichty.com The book: Managing the Unmanageable : Rules, Tools & Insights for Managing Software People & Teams –http://informit.com/managing / 35% discount code: MANTLELICHTY –http://ManagingTheUnmanageable.net <----- tools, excerpts, more rules of thumb The annual study: The Study of Product Team Performance –http://ronlichty.com/study.html Training: The Agile Manager Managing Software People and Teams

79. 79 © Ron Lichty Webinar Series 2016 79 www.synerzip.com Hemant Elhence hemant@synerzip.com 469.374.0500

80. 80 © Ron Lichty Webinar Series 2016 Synerzip in a Nutshell  Software product development partner for small/mid-sized technology companies Exclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phase By definition, all Synerzip work is the IP of its respective clients Deep experience in full SDLC – design, dev, QA/testing, deployment  Dedicated team of high caliber software professionals for each client Seamlessly extends client’s local team offering full transparency Stable teams with very low turn-over NOT just “staff augmentation, but provide full management support  Actually reduces risk of development/delivery Experienced team – uses appropriate level of engineering discipline Practices Agile development – responsive yet disciplined  Reduces cost – dual-site team, 50% cost advantage  Offers long-term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” option

81. 81 © Ron Lichty Webinar Series 2016 Synerzip Clients

82. 82 © Ron Lichty Webinar Series 2016 Next Webinar Grassroots Kanban: A Synerzip Client’s Story Complimentary Webinar: Wednesday, March 23, 2016 @ Noon CST Presented by: Jay Paulson Kanban Coach Drillinginfo

83. 83 © Ron Lichty Webinar Series 2016 Hemant Elhence hemant@synerzip.com 469.374.0500 Connect with Synerzip @Synerzip linkedin.com/company/synerzip facebook.com/Synerzip