1. Servant Leadership in Agile Presented to Rotary International David Babicz, CSM July 28 th, 2011

2. A Little About Me Delivery Manager @ Solstice Consulting Agile Transformation Practice Leader CSM 4+ years, Agile practitioner 10+ years Treasurer, APLN Chicago Chicago Agile Methodology Meetup Group Leader Find me: Email: dbabicz@solstice-consulting.com Blog: http://babiczblog.solstice-consulting.com Twitter: http://twitter.com/dbabicz Meetup Group: http://www.meetup.com/The-Chicago-Agile-Methodology-Group APLN Chicago: http://www.aplnchicago.org

3. Agenda On Managing a Project Genesis of Agile Management The Servant Leader in Agile The Wagile Manifesto Discussion

4. On Managing a Project… …Yesterday and Tomorrow

5. What Do You Do Today? Responsibilities –To your manager –To the project –To your team Deliverables Activities

6. What Will Change in Agile? Responsibilities –To your manager –To the project –To your team Deliverables Activities

7. DSDM Project Manager Responsibilities Communicate frequently with project governance authorities High-level project planning & scheduling Monitor progress against project baseline Manage risk & escalate to senior business/tech. roles Manage overall project configuration Motivate teams Manage business  development team interaction Staffing specialist roles Escalation point for development team issues Coach/mentor development team

8. DSDM Team Leader Responsibilities Focus the development team Encourage full participation among the development team Enforce iterative process framework Ensure all testing activity occurs Manage risks at development timebox level, escalate to Project Manager Monitor team progress on daily basis Report progress to Project Manager Run daily team meetings (maintain timebox control)

9. DSDM PM/Team Leader Merged Responsibilities Communicate frequently with project governance authorities High-level project planning & scheduling Monitor progress against project baseline Manage risks & issues from timebox to project level; escalate to senior business/tech. roles Manage overall project configuration, including adequate staffing Manage business  development team interaction Coach/mentor development team, keeping them focused, involved, & motivated Enforce iterative process framework (including timeboxes) Monitor team progress on daily basis, ensuring all tasks are being addressed

10. The Genesis of Agile Management

11. Genealogy of Scientific Management Eli Whitney Henry Gantt Frederick Taylor Henry Ford

12. Why the Agile Movement Got Started Modern Project Management Practice builds on these scientific manufacturing concepts Measure the steps and predict the outcome

13. Software Development is Creative Software Development is an act of creation More Art than Science How do you dictate/predict creativity?

14. Agile is as much or more a culture and mindset change than a collection of tools and methods. The answers are NOT in the process, they are in the people. Agile Sea Change

15. Being a Servant Leader in Agile

16. Servant Leadership “ Defined” Focusing on the People Service Above Self “It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.” - Robert K. Greenleaf, “The Servant as Leader” Robert K. Greenleaf

17. The Managerial Grid 1 1 2 2 34 3 4 5 5 6 6 7 7 8 8 9 9 Concern for People (Socioemotional) Concern for Production (Task) 1,9 Accomodating 5,5 Status Quo 1,1 Indifferent 9,1 Dictatorial 9,9 Sound (Team) * Blake & Mouton, 1964

18. Beliefs Agile Leaders Need David Spann identified 5 underlying beliefs that a successful Agile leader should hold. How many of these do you hold? 1.A group of well intentioned, skilled people will make a better decision through consensus then I can on my own. 2.Five or more people with a single, clear purpose can (and often do!) change the world. 3.Asking the right questions will always create better outcomes than making a series of well-crafted statements. 4.The leadership role is about creating a great environment in which others can succeed. 5.Ultimately, Trust is the foundational component of any relationship and it must be tended to with care, integrity and humility http://www.thehackerchickblog.com/2009/09/agile-leadership-methodology-ain-enough.html

19. Behaviors We Want in Agile Leaders Strategic Tactical Innovative Enthusiastic Transparent Communicative Consensual Empowering Empathetic

20. Behaviors that Hurt Teams Authoritarian Structuring Conservative Technical Others…? http://www.thehackerchickblog.com/2009/09/agile-leadership- methodology-ain-enough.html

21. Leadership Musings “The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant.“ – Max DePree “You do not lead by hitting people over the head — that's assault, not leadership.” – Dwight D. Eisenhower “People ask the difference between a leader and a boss. The leader leads, and the boss drives.” – Theodore Roosevelt

22. Promoting “Kaizen” Graphic copyright ©2006 – Kathy Sierra, http://headrush.typepad.com/creating_passionate_users/ “I’ll keep pushing myself. There’s always some way to do it better…” “Now that I found a way that works, I’ll just keep doing it the same way.” “I suck at this. I give up.” expert amateur drop-out Kicking Ass Threshold Suck Threshold

23. “Weakened” Agile Manifesto Manifesto for Agile Software Development We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Manifesto for Wagile Software Development We have heard about new ways of developing software by focusing on things counter to what we know and do today. We now value: and we have mandatory processes and tools to control how those individuals (we prefer the term ‘resources’) interact as long as that software is comprehensively documented within the boundaries of strict contracts, of course, and subject to rigorous change control provided a detailed plan is in place to respond to the change, and it is followed precisely That is, while the items on the left sound nice in theory, we just are who we are, and there’s no way we’re letting go of the items on the right. Cobbled together one Saturday morning before breakfast by Kerry Buckley (@kerryb), following an article by Ron Jeffries and this suggestion from Eastmad.Kerry Buckley@kerryban articlethis suggestion

24. Discussion…

25. Thank You! Email: dbabicz@solstice-consulting.com Blog: http://babiczblog.solstice-consulting.com/ Twitter: http://twitter.com/dbabicz Facebook: http://www.facebook.com/dave.babicz Solstice Agile Transformation: http://www.solstice-consulting.com/agile-transformation.html