Best Practices for Agile Managers

Agile Managers! Sounds like an Oxymoron?

In reality, there are organizations which have functional or product manager roles which do not fit under the traditional roles defined by agile methods. Jurgen Appelo started a thread (on his blog) to capture the best practices for a newly minted agile manager.

Here is what I think (as interpreted from the Agile principles)..please add on if I missed anything important

An agile manager should:

• Focus on optimizing the "business value" being delivered by the agile team. You may decide on your own metrics for business value (qualitative, quantitative or gut feel), but key is to have a sense ..at all times
• Pursue delivery of a fully working software at end of each sprint
• Periodically (pick your own frequency) Review and optimize the 'Done' list
• Identify key stakeholders and ensure their participation (as required) during the entire project life cycle
• Set expectations clearly (with all stakeholders), manage expectations to avoid last minute surprises
• Make an genuine effort to understand all aspects of the project (example: if you are not technical, don't avoid the architecture all together, try to gather just enough understanding)
• Set up information radiators (to convey real time information to all stakeholders)
• Focus on attaining a sustainable velocity quickly and early in the project life-cycle (it helps in planning and avoids burn outs)
• Watch out for 'Smells' (things which might be an impediment to agile practices

Last but not the least, an agile manager should demonstrate thought leadership and show genuine concern for professional growth of each member of the team. It's essential for the agile manager to win the respect of the team. You would always be better of by being a 'Leader' rather than a 'Manager'

Which software development methodology is right for you?

Over the past few months, I have interacted with many IT leaders in various agile forums. Irrespective of the process maturity in their respective organizations, I have always seen a pattern in all such discussions, which invariably leads to the question "What software development methodology is right for me?"

If we have interacted, you would know my response already...

To me, this is NOT the most important question you should be asking. Before you call any agile consultant, Kanban specialist or a RUP expert (?!$!), I would recommend you find answers to the following questions

1. What are my business objectives?
2. Does my current software development methodology encourage behavior aligned to my business objectives?
3. If not, can it (existing software development methodology) be optimized to align with my business objectives?
4. If yes, Which practices from other software development methodologies can integrated with my existing methodology?

If not, (Must you change to a new software development methodology)

• Which behavioral changes you would like to see in your work force?
• Which software development methodologies encourage such behavior?

Any software development methodology should be looked as a means to an end (achieving your business goals). In my experience, the the most common mistakes IT leaders do, it to incorrectly assume that adoption of a new software methodology is the end in itself. That is a recipe for disaster.

Thoughts? Experiences?

Food for thought....07/18

few short articles for weekend reading...

1. Impediments to Keeping Top Talent
2. A hierarchy of failure worth following
3. How to seek and destroy organizational silos
4. How to improve a team's velocity 
5. Agile Metrics

Stakeholder acceptance always trumps the greater good..does it??

Things ..all agile organization must avoid..

In search of Excellence

A while ago, I had read the book "In Search of Excellence" by Thomas J Peters and Robert H Waterman. One particular quote from this book had left an indelible impression on my understanding of Leadership. Sharing the same below..

"An effective leader must be the master of two ends of the spectrum: ideas at the highest level of abstraction and actions at the most mundane levels of details"

As professionals move up in the corporate ladder, I observe they becoming less and less Hands-On. Decisions made without proper understanding of ground realities or without enough attention to details almost always prove to be wrong. Hence it's imperative for professionals to keep themselves abreast of the latest happenings in their core business area.


For those who are interested, the book describes following 8 attributes of innovative organizations

1. A bias for action
2. Close to the the customer
3. Autonomy and Entrepreneurship
4. Productivity through People
5. Hands on Value driven
6. Stick to the knitting
7. Simple form Lean Staff
8. Simultaneous loose-tight properties

Yet another quote from this book on "Creativity vs Innovation"

"Creativity is thinking up new things, Innovation is doing new things.. A powerful new idea can kick around unused in the company for years, not because it's merits are not recognized but because nobody has assumed the responsibility of converting it from words into action. Ideas are useless unless used."

Good To Great

Just finished reading "Good to Great" by Jim Collins.

I quite enjoyed reflecting/debating (with self) on the ideas put forth by the author. In the process, got moved by the following perspectives/Quotes

• GOOD is the enemy of GREAT
  
• "I never stopped trying to become qualified for the job" - Darwin Smith, CEO Kimberly-Clark (1971-1991)
  
• People are NOT your most important assets. The RIGHT people ARE
  
• Great companies made a habit of putting their best people on their best OPPORTUNITIES, not their worst PROBLEMS. Managing your PROBLEMS can make you GOOD, where as building on your OPPORTUNITIES is the only way to become GREAT
  
• Stockdale Paradox: "You must maintain unwavering faith that you can and will prevail in the end, regardless of the difficulties AND at the same time have the discipline to confront the most brutal facts of your current reality, whatever they might be" - Admiral Jim Stockdale, PoW - Hanoi
  
• Lead with QUESTIONS not with ANSWERS
  
• Spending time and energy to motivate people is a waste of effort. The real question is not "How do we motivate our people". If you have the right people they will be motivated. The key is not to demotivate them.
  

• The Hedgehog Circles (refer to the picture)
  
  
• Leverage the Hedgehog Circles to define Organizational strategy
  
• The more an organization has discipline to stay within it's three (Hedgehog) Circles, the more it will have attractive opportunities for growth. The challenge becomes not opportunity creation, but opportunity SELECTION
  
• Sustainable transformations follow a predictable pattern of buildup and breakthrough
  

The book helped me putting leadership and management in right perspective. Recommended for all.