Agile product manager3/9/2023 ![]() By understanding both the downsides of task switching between projects and also the team dynamics of forming and developing over time, the agile manager is in a position to formulate a new resource management model that helps strong teams form and stay together for continued value delivery. The question for an agile manager becomes, “How can I array people to best increase throughput?” rather than, “How can I maximize ‘my’ people being utilized at 100 percent?” Assessing the organization’s current resource management model will help the agile manager understand its (often negative) impact on agile teams. Skills such as assessing team health, removing organizational impediments, making room for failure, and having the ability to coach become central.Īgile processes value getting work done over having items in progress. An agile manager’s goal is to enable the team to solve its own problems and come up with its own amazing insights and products. Teams need sponsors outside their boundaries who can champion and cheer them through their challenges. ![]() Instead, the manager’s role is to set the team up for success and then support from the outside – from the boundary of the team itself. The agile manager’s domain is as an intimate outsider and champion of the team, not as an inside micromanager or chum.Īgile teams do not need managers directing their work. Managing Teams: Self Organization Meets Leadership Intelligenceįor the agile manager, teams become a fundamental object of study: how they work and develop over time how to form them and nurture their growth and how to measure, reward, and sustain them for the long term. Knowing oneself deeply, and having an understanding of these style and culture dynamics, is essential. They focus on the organizational environment’s ability to deliver value more than they worry about their department’s own measurements.Īn agile manager’s effectiveness in these eight areas is further helped (or hindered) by her personal leadership style, the company culture, and her ability to enact the competencies in an agile-values-based way. agile managers coach, inspire, and lead teams more than they measure and manage them. The big difference is one of style, though in this case the style has real substance. In fact, they are largely similar to what most organizations expect of their managers. Perhaps unsurprisingly, the competencies are not revolutionary. These competencies can be mapped to the categories as follows: (Note: the meta-competency, organizational change, applies to all three categories and is listed and discussed separately.) ![]() Within these three categories, eight clear competencies have emerged from our research and experience with fully engaged agile managers. ![]() This gray area can be divided into three large categories: managing teams, managing investments, and managing the organization’s environment. ![]() In a general sense, an agile manager is responsible for the “gray area” surrounding agile or scrum teams and throughout the organization. What role does management play in the agile world of self-organizing teams? What is the function of managers in this new world? What does an agile organization need from its management team? Where should the agile manager focus their efforts for greatest benefit? ![]()
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