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what_are_the_changes_in_management_approach_that_need_to_happen_with_agile [2016/03/29 07:44] – created hpsamioswhat_are_the_changes_in_management_approach_that_need_to_happen_with_agile [2020/06/10 12:47] (current) – ↷ Links adapted because of a move operation hans
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 ====== What Are The Changes in Management Approach That Need To Happen with Agile? ====== ====== What Are The Changes in Management Approach That Need To Happen with Agile? ======
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 +Note: this discussion is closely related to [[what_are_the_changes_in_culture_that_need_to_happen_with_agile|What Are The Changes in Culture That Need To Happen with Agile?]]
  
 One problem that is often encountered when going to an agile approach is that management believes the transformation is "about development" or "about IT" and has no effect on an organization or, more importantly, what management does. This thinking creates a problem for the transformation. The agile approach was developed to allow organizations to produce software better, faster, cheaper (and with more fun). But if the organization insists on old thinking processes then it will not be able to reap the benefits of an agile approach. For example, many organizations say [[what_does_a_scrum_master_do_all_day|What Does a Scrum Master Do All Day?]] and decide that they do not need this to be a full time role. The problem is that this role is created to allow the system to produce better, faster, cheaper so saying "we don't need this" is pretty much akin to saying we don't want better, faster, cheaper. I understand that you may be skeptical about some of the ideas, but they are proven ideas, and you owe it to your organization to try them before dismissing them out of hand. One problem that is often encountered when going to an agile approach is that management believes the transformation is "about development" or "about IT" and has no effect on an organization or, more importantly, what management does. This thinking creates a problem for the transformation. The agile approach was developed to allow organizations to produce software better, faster, cheaper (and with more fun). But if the organization insists on old thinking processes then it will not be able to reap the benefits of an agile approach. For example, many organizations say [[what_does_a_scrum_master_do_all_day|What Does a Scrum Master Do All Day?]] and decide that they do not need this to be a full time role. The problem is that this role is created to allow the system to produce better, faster, cheaper so saying "we don't need this" is pretty much akin to saying we don't want better, faster, cheaper. I understand that you may be skeptical about some of the ideas, but they are proven ideas, and you owe it to your organization to try them before dismissing them out of hand.
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   - Independent of anything else going on, how will you increase collaboration?   - Independent of anything else going on, how will you increase collaboration?
-  - Accounting for everything else going on, how will you increase trial and actual deliveries to consumers?+  - Accounting for everything else going on, how will you increase trial and actual deliveries to customers?
   - How will you get people to pause and reflect on what’s happening to and around them?   - How will you get people to pause and reflect on what’s happening to and around them?
   - What experiments will your people do at different levels in the organization to make a small improvement?   - What experiments will your people do at different levels in the organization to make a small improvement?
  
-The role of management changes as well (for more see [[scrum_at_scale_-_jeff_sutherland|Jeff Sutherland's discussion on how management needs to change]]:+The role of management changes as well (for more see [[scrum_at_scale_by_jeff_sutherland|Jeff Sutherland's discussion on how management needs to change]]):
  
-  * Provide challenging goals for the teams +  * Provide challenging goals for the teams - something focussed, exciting, engaging. 
-  * Create a business plan that works +  * Create a business plan that works - based on reality of what you are seeing 
-  * Eliminate organizational debt +  * Eliminate organizational debt - such as structures that require working dependencies for every item of value we need to deliver to customers [[why_should_we_work_harder_to_eliminate_the_effect_of_dependencies|Why Should We Work Harder to Eliminate the Effect of Dependencies?]]  
-  * Orovide all resources a team needs +  * Provide all resources a team needs - hardware, capability, training, tools. 
-  * Identify and remove impediments for the teams +  * Identify and remove impediments for the teams - and make sure you are seeing these impediments, that they are not being hidden. 
-  * Know velocity of the teams+  * Know velocity (capacity) of the teams - so you can understand the true capacity of your organization to deliver value and do not push too much work-in-progress (WIP)
   * Remove waste – eliminate technical debt   * Remove waste – eliminate technical debt
-  * Hold product owners accountable for value delivered per point +  * Hold product owners accountable for value delivered (for example, per point) - which means they also need to be concerned about technical debt. 
-  * Hold scrum master accountable for process improvement and team happiness+  * Hold scrum master accountable for process improvement and team happiness - which means we have engaged teams.
  
-Note: this discussion is closely related to [[what_are_the_changes_in_culture_that_need_to_happen_with_agile|What Are The Changes in Culture That Need To Happen with Agile?]] 
  
 {{tag>Consultant Tools CultureChange Management Organization FAQ PresentationIdea}} {{tag>Consultant Tools CultureChange Management Organization FAQ PresentationIdea}}
  
-~~LINKBACK~~ 
-~~DISCUSSION~~ 
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