The Manager's Dilemma
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This lightning talk describes how to deal with and maybe overcome the manager's dilemma of being left behind in an agile or lean transformation.
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The Manager's Dilemma
- 1. The Manager’s Dilemma Ola Sundin
- 2. Once Upon a Time... Agile Coach Line Manager
- 3. Late Status Quo Line Manager Developer Developer Developer Developer Developer Developer
- 4. Self Foreign Element ? Organization, Team B Pull, Velocity, Agile, Team, Scrum, Product Owner, Product Backlog, Sticky Notes, Daily Product Owner Developer Developer Team A Line Manager Tester Developer Agile Coach UI Designer Developer Developer Tester Developer
- 5. Chaos Team B Product Owner Developer Developer Team A ine Manager Tester Developer Agile Coach UI Designer Developer Developer Tester Developer
- 6. Crisis Chaos Team B Crisis Deadlines Projects Demands Product Owner Developer Developer Sickness Team A Conflicts ine Manager Tester Developer Crisis Agile Coach Defects UI Designer Developer Developer Changes Tester Developer Staffing
- 7. Crisis Chaos Team B Crisis Deadlines Projects Demands Product Owner Developer Developer Sickness Team A Conflicts ine Manager Tester Developer Crisis Agile Coach Defects UI Designer Developer Developer Changes Tester Developer Staffing
- 8. The Dilemma! Team B Product Owner Developer Developer ne Manager Team A Tester Developer Agile Coach UI Designer Developer Developer Tester Developer
- 9. The Dilemma! Team B Product Owner Developer Developer ne Manager Team A Tester Developer Agile Coach UI Designer Developer Developer Focus on the teams Tester Developer
- 10. The Dilemma! Team B Product Owner Developer Developer ne Manager Team A Tester Developer Agile Coach UI Designer Developer Developer Focus on the Business as teams Tester Developer usual!
- 11. The Dilemma! Team B Some new constraints Product Owner Developer Developer ne Manager Team A Tester Developer Agile Coach UI Designer Developer Developer Focus on the Business as teams Tester Developer usual!
- 12. The Dilemma! Team B Some new constraints Product Owner Developer Developer ne Manager Team A Tester Developer Agile Coach Expectations radically changed UI Designer Developer Developer Focus on the Business as teams Tester Developer usual!
- 13. Transforming Idea VISION What if... Agile Coach
- 14. Common Vision VISION www. startwithwhy.com Monthly Focus VISION www.innovationgames.com www.grove.com
- 15. Planning Monthly Focus Monthly Focus Monthly Focus Objective Objective VISION Objective www.grove.com
- 16. Daily Gemba Walk Conversation! Dev Task Board Team A3-report The Teams
- 17. Daily Stand-up Conversation! Actions! Team A Team C Team B Team A Team C Decisions! Team D Team B Team D Incoming Waiting Started Done Release Board Resource Board Tactical Strategic Management Task Board
- 18. Release Board Weekly Tactical Resource Board Feedback! Priorities! Team A Team B Team C Team A Team C Team D Team B Team D Decisions! Follow-up! Improvement Board Incoming Waiting Started Done Tactical Strategic
- 19. Release Board Monthly Strategic Resource Board Problem Informed Team A Solving! discussion! Team B Team C Team A Team C Team D Team B Team D Decisions! Follow-up! Improvement Board Incoming Waiting Started Done Tactical Strategic
- 20. Quarterly Retrospective Learn from Plan for the the past future VISION VISION
- 21. New Status Quo Monthly Focus Objective Objective Objective Goal Goal VISION Goal
- 22. Agile Coach Line Manager
- 23. Happily ever after? Agile Coach Line Manager
- 24. Happily ever after? “The development teams increases delivery precision, quakity and motivation” Agile Coach Line Manager
- 25. Agile Coach
- 26. Thanks for listening! Agile Coach
- 27. And Thanks for listening! remember... Agile Coach
- 28. And Thanks for listening! It’s all about people! remember... Agile Coach
Hinweis der Redaktion
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- The group is at a familiar place. The performance pattern is consistent. Stable relationships give members a sense of belonging and identity. Members know what to expect, how to react, and how to behave.\n
- The group confronts a foreign element that requires a response. Often imported by a small minority seeking change, this element brings the members whose opinions count the most face to face with a crucial issue\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
- The group enters the unknown. Relationships shatter: Old expectations may no longer be valid; old reactions may cease to be effective; and old behaviors may not be possible.\n
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- The members discover a transforming idea that shows how the foreign element can benefit them. The group becomes excited. New relationships emerge that offer the opportunity for identity and belonging. With practice, performance improves rapidly.\n
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- The members discover a transforming idea that shows how the foreign element can benefit them. The group becomes excited. New relationships emerge that offer the opportunity for identity and belonging. With practice, performance improves rapidly.\n
- The members discover a transforming idea that shows how the foreign element can benefit them. The group becomes excited. New relationships emerge that offer the opportunity for identity and belonging. With practice, performance improves rapidly.\n
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