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Management 3.0: Extending the agile journey to the whole organisation

66a1bb94b08fe5dcd07635a59681626c?s=47 Agile Singapore
November 08, 2013

Management 3.0: Extending the agile journey to the whole organisation

Many agile teams hit a wall when it comes to improving the way we do business. Management and the broader organisational eco-system often find themselves feeling defensive about the challenges and changes that agile adoptions bring. How do we get everyone on board the agile change journey so that we can all improve together?

Management 3.0 is a modern look at management practices and offers a variety of ways to help management align and work better with agile teams.

This presentation reviews the Management 3.0 model presented in Jurgen Appelo’s book of the same name. It covers six key management practice areas and offers example of how to apply agile values and practices to the way we do management in a modern and complex world.

In this talk we discuss the overall model, share examples of Management 3.0 practices and talk about extending agility out of the development teams.

The six management themes are;

Energise People: How do we increase motivation and passion? How do we keep or increase energy and engagement? How do we get management closer to the work?

Empower Teams: How do we improve teamwork and interactions? How do we get people to take ownership for things? How do we empower self organising teams?

Align Constraints: How do we align multiple teams? How do we make sure everyone is working towards the company's goal? How do we improve focus?

Develop Competence: How can we best develop our team’s skills and competencies? How can we increase and measure quality? How do we find the right ways to improve effectiveness?

Grow Structure: How can we be agile when we work with distributed teams? How can we work with multiple product owners and customers?

Improve Everything: How can we get management and business to be agile? How can we change the company’s culture? How can we develop a culture hungry to learn and improve?


Agile Singapore

November 08, 2013

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  1. www.management30.com Version: brown.1

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  3. ADVOCACY ad·vo·ca·cy (dv-k-s)n.The act of pleading or arguing in favour

    of something, such as a cause, idea, or policy; active support.

  5. Craig Brown Agile Manager, Speaker, Trainer, Community Facilitator, Conference Organiser

    craigwbrown.net BetterProjects.net @brown_note
  6. Anticipate, adapt, explore Apart from looking forward (proactive), and looking

    backward (reactive), don’t forget to try things out (safe-to-fail experiments). Evolutionary systems by their nature involve experimentation. Mike Rother, Toyota Kata, 2009 6
  7. Shorten the feedback cycle Systems with slower feedback cycles have

    higher extinction rates. The only way to win is to learn faster than anyone else. Eric Ries, The Lean Startup, 2011 7
  8. Steal and tweak Successful systems spend most of their time

    copying and adapting ideas from others. We usually think of innovation as inventing new things, but we may be smarter to think of it as recombining old ones. TheBuildNetwork, “A Smarter Definition of Innovation” http://thebuildnetwork.com/innovation/innovation-by-combination/ 8
  9. Only variety can absorb variety. An Introduction to Cybernetics, 1956

    William Ross Ashby The Law of Requisite Variety 9
  10. Ashby's law of requisite variety is as important to managers

    as Einstein's law of relativity to physicists. Designing Freedom, 1994 Anthony Stafford Beer The Law of Requisite Variety 10
  11. Management 3.0 11

  12. People are the most important parts of an organization and

    managers must do all they can to keep people active, creative, and motivated. 12
  13. “Drive” Acceptance The need for approval Curiosity The need to

    think Power The need for influence of will Honor Being loyal to a group Social Contact / Relatedness The need for friends Idealism / Purpose The need for purpose Status The need for social standing Independence / Autonomy Being an individual Order Or stable environments Competence / Mastery The need to feel capable Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us. Riverhead, 2009 13
  14. 10 Intrinsic Desires Curiosity The need to think Honor Being

    loyal to a group Acceptance The need for approval Mastery / Competence The need to feel capable Power The need for influence of will Freedom / Independence / Autonomy Being an individual Relatedness / Social Contact The need for friends Order Or stable environments Goal / Idealism / Purpose The need for purpose Status The need for social standing 14
  15. Exercise: Moving Motivators 15 10 minutes

  16. 1. Put the motivator cards in order, from unimportant to

    important 2. (You may leave out any cards you don’t want to use.) Exercise: Moving Motivators 16
  17. 3. Consider an important change in your work (for example,

    becoming a more Agile organization) 4. Move cards up when the change is positive for that motivator; move them down when the change is negative Exercise: Moving Motivators positive change negative change 17
  18. 5. Explain 1 or 2 of the changes 6. Repeat

    for each player Exercise: Moving Motivators 18
  19. Teams can self-organize, and this requires empowerment, authorization, and trust

    from management. 19
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  21. 1. Tell: make decision as the manager 2. Sell: convince

    people about decision 3. Consult: get input from team before decision 4. Agree: make decision together with team 5. Advise: influence decision made by the team 6. Inquire: ask feedback after decision by team 7. Delegate: no influence, let team work it out The Seven Levels of Authority 21
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  24. Self-organization can lead to anything, and it’s therefore necessary to

    protect people and shared resources… …and to give people a clear purpose and defined goals. 24
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  27. story

  28. Teams cannot achieve their goals if team members aren’t capable

    enough, and managers must therefore contribute to the development of competence. 28
  29. perspective dimension stickies actions evals cycle time views 1. Time

    2. Tools 3. People 4. Value 5. Functionality 6. Quality 7. Process happy 1. Employee 2. Team 3. Organization 4. Customer 5. Manager 6. Supplier 7. Community 31
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  31. Many teams operate within the context of a complex organization,

    and thus it is important to consider structures that enhance communication. 33
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  33. Game: Meddlers Business Analyst Database Administrator Line Manager Network Administrator

    Product Owner Project Manager Quality Assurance Manager Software Architect Software Developer Scrum Master Software Tester User Experience Designer 35
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  37. People, teams, and organizations need to improve continuously to defer

    failure for as long as possible. 39
  38. Change Management 3.0 40

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  41. Management 3.0 43

  42. @brown_note Craig.Brown@Tabar.com.au

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