ALN-Bengaluru - Agile Management - Driving Leadership & Complexity of …

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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


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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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Thank you!!

[email protected]


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