Honey, I shrunk the Manager - Agile Alliance · Example 3: The Enterprise as an agile value unit...
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Honey, I shrunk the Manager ! A brief thought surf by Mahadevan L P
Transcript of Honey, I shrunk the Manager - Agile Alliance · Example 3: The Enterprise as an agile value unit...
Honey, I shrunk the Manager !
A brief thought surf by Mahadevan L P
Agile Management - Why ?
By definition, Agile teams are self organized and self managed.
So… why then do we need management and managers in an Agile enterprise ?
The Value unit Usable products may be created by
1. an individual
2. group of collaborating individuals (team)
3. group of collaborating teams (enterprise)
In general, we may call each of the above as a VALUE UNIT that is LIVING and creates something that is useful and of value to somebody
Value unit - context
Market Customers
CompetitionTechnology
developments
Value Unit
• A value unit creates value for the market and customers amid competition and technology developments – it lives in an ecosystem
• The ecosystem is dynamically changing and None of them are under the direct control of the value unit itself.
Agile Value Unit
Market Customers
CompetitionTechnology
developments
Value Unit
Agile value units self organize and prosper in the uncertain ecosystem by creating value in small, time boxed PDSA cycles – The Agile PDSA
PDSA means Plan -> Do -> Study -> Acthttp://en.wikipedia.org/wiki/Shewhart_cycle
Who runs the Agile PDSA ?
Every value unit in the agile organization in some way
Example 1 : The developer as an agile value unit
Plan – Write failing test
Do – Write code to pass the test
Study – Run the failing test and check result. Run regression tests and check result. Infer.
Act – Change Code or Test based on inference
Repeat above steps many times in the day until no tests fail
Example 2: The team as an agile value unit
Plan – Plan features to develop in a sprint
Do – Implement and validate features during the sprint
Study – Demonstrate shippable features to stakeholders
Act – Change approaches based on team’s learning
Repeat above steps many times until something can be released
Example 3: The Enterprise as an agile value unit
The Agile enterprise may consist of one or more Agile Value units that collaborate and create value
Plan – Plan products to develop for the markets and customers
Do – Implement and validate products through a number of sprints
Study – Check if product(s) can be released for realizing business value
Act – Change approaches based on lessons learnt
Repeat above steps continuously
Is that all ?... Not quite.
Running short PDSA cycles addresses only the functional aspects of an agile value unit
What about value unit structure ?
Structure is all about how components relate with one another for functioning in a frame of space-time
For a value unit, it is about how attitude, knowledge and skills of the constituents get integrated to create value in its context
Structure of agile value unit
For an agile value unit, structure is about how attitude, knowledge and skills of the constituents get integrated improved and adapted continuously to maintain value creation fitness/ capability.
Organization ecosystem – key to fitness
Fitness is the outcome of continuous attention to attitudes, knowledge and skills in the organizational ecosystem.
Creating and Sustaining such an ecosystem is key to agility !
The Create-Sustain model
So what is being Created and Sustained ?
An ecosystem of Agile value unit(s) that collaborate and create value
Which organization function Creates and Sustains Agile ecosystems ?
The Agile Management function
How ? Some possible ways…
WHAT ? Create Sustain (Study and Adapt)
Attitudeecosystem
• Compelling business vision that is visible • Visibility into Agile values and principles• Clarity on Goals, expectations and boundaries. • Collective ownership• Culture of sharing and transparency• Minimal process Framework for engagement • Motivation – intrinsic and extrinsic for positive feeling at work place.• Value centric thinking • Fitness, learning and continuous improvement culture
• Ongoing awareness on agile values, principles, business vision – repetition helps !• Support self organization within the organization boundary• Support for ongoing knowledge and skill building that is self directed and value centric• Support during failure and encouraging learning element in failure • Continuously reinforcing agile values and principles by setting an example• Discouraging stagnation and encouraging positive transformation• Coaching
How ? Some possible ways…
WHAT ? Create Sustain (Study and Adapt)
Knowledge and Skills ecosystem
• Diversity in the agile value unit – mutually exclusive and collectively exhaustive as far as possible • Collaborative work environment where knowledge can flow freely – knowledge networks• Environment for ongoing knowledge/ skill building and sharing – business and technical• Environment of recognized experts
• Continuously refresh relevant knowledge and skill building availability • Reinforce knowledge sharing and learning behaviors• Reinforce improvement and innovation behaviors
Are we oversimplifying ?
Like all models, the Create-Sustain model is an attempt to make sense of reality
Intends to draw attention to importance of Agile Management for both, organizations starting with agile practices or transforming towards one
Concluding thoughts..
Agile Management – creates and sustains an ecosystem of collaborating agile
value units in the enterprise
“Hmm… Honey, did Agile really shrink the Manager ?”
Perhaps,
“Agile morphed the Manager might sound better !”
