The management role in Agile is different to that of the traditional manager, but if the organisation is to adapt successfully, managers must facilitate the transition by serving and leading their teams as well as their leaders.
How We Support You
Instead of a compromised Agile implementation, our approach is to help teams and their managers on their journey towards Agility. Agile values and principles are the foundation (in the diagram and of our approach) and the goals and strategies are those shared by the entire organisation.
Our coaching supports you in each of the three competency areas: management; process improvement and application lifecycle, building on Agile values in order to reach clearly-stated goals.
We “coach and do” with you in charge – as product owner of your own transformation.
20 Years after writing Managing Risk on Software Projects in which he advocated control by measurement, Tom de Marco reflected:
“You should manage people and control time and budget”
A new generation of tech-savvy leadership is emerging
For these managers and leaders agility and democracy are basic precepts. They are changing the traditional hierarchical enterprise and are delivering the kind of management described by Deming, Drucker, Kano and Ohno. For example, in just five years under Shashi Verma’s leadership, TfL has become a world leader in smart billing systems. Read more about TfL’s Agile adoption journey here.
Management 3.0 References
The traditional model of management with its strict hierarchy and layer of ranks sits uneasily with modern ideals of self-organising teams, benefiting the community and protecting the environment. Frederic Laloux in Reinventing Organizations, Jurgen Appelo in Management 3.0 and Dan M Pink in his 2011 bestselling book Drive: The surprising truth about what motivates us all address the changing workplace and spell-out an inevitable move towards more agile leadership.