Managing Agile: Transforming the Three Dysfunctions of Management - - PowerPoint PPT Presentation

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Managing Agile: Transforming the Three Dysfunctions of Management - - PowerPoint PPT Presentation

Jan 01, 2023 167 likes •590 views

Managing Agile: Transforming the Three Dysfunctions of Management @DianaOfPortland We are in one of those great historical periods that occur every 200 or 300 years when people dont understand the world anymore, and the past is not

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Managing Agile:

Transforming the Three Dysfunctions of Management

@DianaOfPortland

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“We are in one of those great historical periods that occur every 200 or 300 years when people don’t understand the world anymore, and the past is not sufficient to explain the future.”

Peter Drucker, 1995

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So much of what we call management consists of making it difficult for people to work. Peter Drucker

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budgeting controlling coordinating deciding directing evaluating influencing informing monitoring planning

  • rganizing

supervising

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“Things are the way they are because they got that way.” - Gerald Weinberg

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Magical Tiinking Ilmusion of Contsol Fantasy of Individual Blame

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Three Dysfunctional Traps:

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Trap # 1

Magical Tiinking

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“You can fight reality and you’ll lose, but only 100% of the time." - Byron Katie

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Making business decisions driven by: Hopes (or Fears) What others do What’s worked in the past What “should” work

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Agile Springs Trap #1

Agile supplies evidence Agile highlights impediments Agile thrives on transparency and continuous improvement Agile includes more perspectives and retrospectives

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Evidence-based Management Skills

See Pfeffer & Sutton, Hard Facts, Dangerous Half- Truths & Total Nonsense: Profiting from Evidence-Based Management

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Disciplined Optimism

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Develop a Tracker’s View

  • 1. Take new perspectives by noticing in new or

unfamiliar ways

  • 2. Look in the “dead zones”, the places one

habitually doesn’t look

  • 3. Balance input by not relying solely on familiar

sources of information

  • 4. Learn about the patterns one wants to see to

recognize them better

  • 5. Reduce one’s disturbance while increasing
  • ne’s area of awareness to notice beyond
  • ne’s own impact
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Trap # 2

Ilmusion of Contsol

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David Snowden “Cynefin Framework”

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Paradox: the more control you’re trying to exert, the less you’ll actually have.

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Spolsky’s 3 Drawbacks to Command & Control

  • 1. Smart people (& teams) don’t like it.
  • 2. There’s not enough time to do it well, so it

turns into “hit and run” micro-management.

  • 3. People closest to the work have the best

information to make decisions about the work.

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http://www.joelonsoftware.com/items/2006/08/08.html

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Agile Springs Trap #2

Agile emphasizes craftsmanship and self-organizing teams. Agile promotes communication, visibility & transparency in the work environment. Agile encourages feedback and continuous learning. Agile adapts to uncertainty & unpredictability.

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The Key to Success for Organizations:

A distinctive, readily identifiable culture

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Where should Agile managers focus ? On creating a culture that enables “...intelligent, self-organizing, mission- focused behavior at the lowest levels

  • f the organization.”

Mary and Tom Poppendieck, Lean Software Development

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Focus on Value, Flow, and People. Create a Culture of Continuous Learning and Continuous Improvement.

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Barrier Busting Business Analysis Blocking Interference Customer Advocacy

“Remove One Impediment a Day”

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Trap # 3

Tie Fantasy of Individual Blame

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B∫pe

P∫pe

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“A manager of people needs to understand that all people are different…He needs to understand that the performance

  • f anyone is governed largely by the system that he works in

– the responsibility of management.” W. Edwards Deming

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“...Hold everyone accountable? Ridiculous!”

  • W. Edwards Deming
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Blame -> CYA -> Waste

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Agile Springs Trap #3

Agile has its foundation in values and principles. Agile focuses on self-organizing, cross-functional team members collectively owning the work. Agile emphasizes delivering value and discourages waste. Agile emerges from awareness of complex adaptive human systems.

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Agile Values

Collaboration Commitment Communication Courage Enjoyment Feedback

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Focus Learning Openness Quality Respect Simplicity

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We support those who explore and apply Agile principles and practices to make the software industry productive, humane, and sustainable.

Agile Alliance - Purpose

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Prime Directive

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Regardless of what we discover, we understand and truly believe that everyone did the best job they could, given what they knew at the time, their skills and abilities, the resources available, and the situation at hand.

  • Norman Kerth
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Management’s Job: The Work Environment & Value Producing Systems

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Containers Differences Exchanges Glenda Eoyang, HSD, and the CDE Model

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Emergence Resilience

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Focus on the Charter Monitor the Flow of Resources, Information, Material, Ideas into and out

  • f the Team

Guard against Intrusions that Impact Productivity

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Within the Team

Maintain a Common Vision Help the Team Reach High Performance Celebrate Small and Large Successes

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Outside the Team

Manage Expectations Run Interference for the Team Remove Roadblocks with other Functions Encourage Change in Systems that Undermine Teams

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Support Continuous Improvement

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What one thing?

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About Me:

Email dlarsen@futureworksconsulting.com Twitter DianaOfPortland Blog http://futureworksconsulting.com/blog Linked In http://www.linkedin.com/in/dianalarsenagileswd URL http://futureworksconsulting.com Volunteer http://agilealliance.org