Management of Agile-Lean-DevOps teams

As a manager of teams doing or aspiring to do agile, lean-agile, or devOps, you are doubtless aware of the imperative for change.

But as Deming said - when he was leading the transformation of industry into lean manufacturing - this change is not something management does to others, it is something that starts with management and is led from a basis of knowledge and capability.

These Deming quotes from almost 40 years ago are now being referenced more and more as we move through the changes being brought about by digital disruption; they are messages with a renewed emphasis for management today.

  • If we cannot describe what we are doing, as a process, we don’t know what we are doing
  • If we don’t know how to ask the right questions, we will discover nothing
  • Rational behaviour requires theory; reactive behaviour only needs reflex action
  • Wherever there is fear we will get wrong information
  • We must not ask questions without knowledge
  • Doing our best is not enough, we have to know what to do
  • and finally; Learning is not compulsory, but neither is survival

Management obligation to personal change is summarised in this quote from Deming's 1987 book called ‘Out of the Crisis’.

Support of top management is not sufficient. It is not enough that top management commit themselves for life to quality and productivity. They must know what it is that they are committed to — that is, what they must do. These obligations cannot be delegated. Support is not enough: action is required

This calls out a personal learning curve for managers that want to be effective in implementing transformational change.

One workshop will not get you there, it takes constant commitment to continuous learning and improvement, but our half-day preparatory workshop will get you started and provide you with the information, awareness and approaches to continue with the change.

Lifelong learners make history, others are consigned to it.

For more information contact, or give a call to our chief coach, Pete, on +64 21 186 8664

Workshop content:

  • Transformation context
    • Why are organisations moving so quickly towards agile, lean-agile and devOps?
    • The challenge and opportunity for management
  • Context: Waterfall, agile, lean-agile and devOps
    • Value proposition – agile
    • Predictive versus adaptive project approaches
    • How agile deals with complexity
    • Agile manifesto and principles (brief survey)
      • adjustments to operate agile at scale
    • Mind set and practices – leading with cultural change
    • Concept: framework thinking
    • Concept: Joint Accountability and Peer Accountability
    • Communities in agile and their different approaches
    • Original agile
    • Scaled agile
    • DevOps
  • How agile works
    • Scrum – overview
    • Lean-agile (SAFe®) overview
    • Iron triangle (performance baseline) effects from agile
    • Managing Variable Scope  - inspection and adaption
    • Concept: Self-organising and autonomous engineering teams
    • Concept: Doing the least work possible
    • Concept: Shaping and Engineering demarcations
    • Definition of READY
    • Definition of DONE
    • Key frameworks and techniques to be aware of and encourage
  • Implementing quality assurance in agile teams
    • Self-organising and autonomous teams
      • Effect on management approaches
    • Quality assurance in the shaping of work
    • Quality assurance in the engineering of work
    • Implementing automated testing
    • Implementing automated deployment
    • Avoiding technical debt
    • Reducing historical technical debt
    • Removing functional siloes within teams
    • Removing knowledge IP siloes within teams
    • Working with siloes outside your unit, across your organisation
  • How managers can help in transforming the organisation
Sunday, August 26, 2018 - 18:48