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The Manager’s Role in Scrum

The Manager’s Role in Scrum. Scrum Gathering Nov 14, 2007. <intro>. Who am I?. Henrik Kniberg - Crisp AB Java & agile software development CTO of Goyada (mobile services & ecommerce) 30 developers CTO of Epicent (mobile services) 4 developers CTO of Tain (gaming) 40 developers

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The Manager’s Role in Scrum

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  1. The Manager’s Role in Scrum Scrum GatheringNov 14, 2007

  2. <intro> Henrik Kniberg

  3. Who am I? • Henrik Kniberg - Crisp AB • Java & agile software development • CTO of Goyada (mobile services & ecommerce) • 30 developers • CTO of Epicent (mobile services) • 4 developers • CTO of Tain (gaming) • 40 developers • ... and 2 kids to ”manage”... Henrik Kniberg henrik.kniberg@crisp.se +46 70 4925284 Henrik Kniberg

  4. Why is the manager’s role important? Sample organization The middle manager can be... • the best catalyst • the worst impediment If he doesn’t understand his role within Scrum... which type do you think he will become? CEO Productmanager Development manager Operations manager So what IS my role then? Henrik Kniberg

  5. What is a manager? (according to various sources on the Internet) Resources = people, money, things Someone who controls resources and expenditures Management: The art, or science, of achieving goals through people Leadership:The ability to affect human behavior so as to accomplish a mission designated by the leader Supervision:Literally - looking over.Making sure people do what they are supposed to do ... and what do they actually do? Management has to do with power by position, whereas leadership involves power by influence Organize Plan Mentor Coordinate Control Improve Henrik Kniberg

  6. A sample Scrum company ScrUML (inofficial Scrum Modeling Language) Henrik Kniberg

  7. Let’s grow it a bit... Henrik Kniberg

  8. And let’s grow it a bit more... Ugh.Handover to QA. Henrik Kniberg

  9. And let’s improve it. Henrik Kniberg

  10. </intro> Henrik Kniberg

  11. The manager’s role in Scrum Some ideas on what a manager should be doing in a Scrum company Based on • Personal experience • 8 years as middle-manager at 3 agile companies • 1 year as agile coach helping many other managers • Books & forums • Discussions with peers • Feedback from Scrum veterans • Mike Cohn, Ken Schwaber, Jeff Sutherland Henrik Kniberg

  12. The manager could be... If it’s nobody else... It’s YOU! Change agent / bootstrapper / organization builder Henrik Kniberg

  13. The manager could be... If it’s nobody else... It’s YOU! Role placeholder What isn’t getting done around here? Buy snacks Synchronize multiple product backlogs Handle resource conflicts Solve high-level impediments Strategic release planning OK, I’ll do it for now! Salary negotiation Find strategic partners Recruitment Clean the office Does this really need to be done at all? Am I the right person? Who should be doing it? Synchronize multiple teams Coach the scrum masters Tech evangelist Henrik Kniberg

  14. The manager could be... If it’s nobody else... It’s YOU! Chief Product Owner Henrik Kniberg

  15. The manager could be... PO PO If it’s nobody else... It’s YOU! Resource broker CTO / Dev Mgr Development department Scrum Team A SM Product A Scrum Team B1 SM Scrum Team B2 Product B SM Henrik Kniberg

  16. The manager could be... PO PO If it’s nobody else... It’s YOU! Coordinator / Bridge builder CTO / Dev Mgr Development department Scrum of Scrums CM group DB group Test group Scrum Team A SM Product A Scrum Team B1 SM Scrum Team B2 Product B SM Henrik Kniberg

  17. The manager could be... If it’s nobody else... It’s YOU! Oil / firefighter / process coach Team isn’t listening to me! Product owner’s priorities are wrong! The releases aren’t working! Henrik Kniberg

  18. The manager could be... PO If it’s nobody else... It’s YOU! Waste & constraint hunter Goal SM Problem Solution 3. Fix next 1. Slow down 2. Fix bottleneck

  19. The manager could be... If it’s nobody else... It’s YOU! Gardener / motivator SM SM SM Henrik Kniberg

  20. The manager could be... If it’s nobody else... It’s YOU! Kaizen fuel / impediment fixer / servant leader CEO Fix Escalate Productmanager Development manager Operations manager Fix Escalate Escalate Fix Fix Fix Henrik Kniberg

  21. The manager could be... If it’s nobody else... It’s YOU! Protector Henrik Kniberg

  22. The Bottom Line • You, the manager, are critically important. • That’s a problem. • Try to make yourself redundant. • You’ll probably never get there. • But each step is an improvement. Henrik Kniberg

  23. Extra slides... (brought up during the Q&A session) Henrik Kniberg

  24. Definition of Done • .... bla bla .... • No increased technical debt Technical debt • Code duplication • Test coverage • Code readability Vmax Vmax Vactual Vactual Sustainable pace! velocity velocity time time Henrik Kniberg

  25. Velocity calibration Estimated Velocity Actual Velocity Estimated Actual 40 30 40 30 30 40 28 30 30 40 31 30 30 30 Estimated Actual Estimated Actual 40 30 30 40 35 50 35 30 25 30 60 20 30 30 25 Henrik Kniberg

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