Management 3.0

Workshop Overview:
 
The Management 3.0 Agile Leadership Course is a 2-day Agile management workshop based on the best-selling Mike Cohn Signature Series book by Jurgen Appelo, Management 3.0 Leading Agile Developers, Developing Agile Leaders. It also incorporates ideas from Jurgen’s new booklet on change management, How to Change the World .
 
The target audience is line, functional, or development/QA managers and team leaders – managers who are external to a cross-functional Scrum team, but… Show more who still supervise and manage members of the team. Because they are external to the Scrum team, their role in an Agile environment with self-organizing teams is often unclear. This workshop will explore the new role of a line, functional, or development manager in an Agile environment as viewed by the Management 3.0 model .
 
The Management 3.0 model has its roots in complexity science as it applies to organizations and leadership.From this perspective software development teams, and the organizations within which they work, are complex adaptive systems :social networks within which people interact and communicate to produce work (system), whose behavior is dynamic and sometimes unpredictable (complex), and can adapt to changing circumstances (adaptive). So software development teams are like living systems within which people organize their interactions to produce certain outcomes. Since their environment is dynamic, they adapt and learn by doing and implementing feedback cycles.
 
From this perspective, the manager’s roles are to cultivate the conditions that enable high team performance and ensure that the team’s outcomes have business value .The Agile manager accomplishes this in two ways: by supporting and nurturing people so they can perform their best, and by directing and structuring their interactions toward business value.
 
To support and nurture the team, an Agile manager should:
1. Energize People by helping them find what motivates them and fostering those conditions at work;
2. Empower Teams by delegating authority (at a level appropriate for the team); and
3. Develop Competence by supporting the development of both skills and discipline.
 
To direct and structure the team’s interactions toward producing business value, an Agile manager should:
4. Align Constraints by defining team boundaries, purpose, goals, and constraints;
5. Grow Structure by choosing team and/or organizational structures that facilitate communication and adaptability; and
6. Improve Everything by being a change agent in the organization and fostering continuous improvement.
 
Workshop Structure:
The workshop is dynamic and interactive. Each of the 6 Management 3.0 topics is structured as follows:
1. Through facilitated discussion, visuals, and stories, we discuss the main concepts of the topic together
2. Then we learn specific techniques for implementing the concepts
3. We practice some techniques using group exercises and games to gain experience
4. We review and discuss what we’ve learned and experienced
Topics:
Overview:Management 3.0
· What is Management 3.0?
· The 6 views of Management 3.0
Energize people                     Align constraints
Empower teams                    Grow structure
Develop competence            Improve everything
View 1: Energize People – Motivation
· Motivation as a core focus of an Agile manager
· Types of motivation (extrinsic vs. intrinsic)
· 10 desires of team members
· How to discover what motivates team members and incorporate these things into their work experience
View 2:Empower Teams - Delegation
· What is a self-organizing team?
· Empower teams through authorization and trust
· Distributing authority through delegation
· 7 levels of authority
· How to delegate by degrees
View 3:Develop Competence – Skill and Discipline Development
· Competence = skill + discipline
· 7 approaches to competence development
· Skills needed for successful Agile teams
· Tips for performance metrics
View 4:Align Constraints – Establishing Boundaries, Goals, and Purpose
· Define constraints instead of making rules (“whatâ€* vs. “howâ€*)
· Give people a clear purpose and goals
· Protect people and shared resources
· Extrinsic, intrinsic, and emergent purpose of teams
· Agile goals
View 5:Grow Structure – Scaling
· Scale up or out?
· Fractals
· Consider industry, size of organization, culture, etc.
· Different options for scaling a Scrum team
View 6:Improve Everything – Change Management 3.0
· What is influence?
· What is receptive influence?
· Change Management 3.0
o Consider the system : inspect, adapt, and explore
o Consider the individuals : motivate and enable people to change
o Consider the interactions : help new ideas to spread
o Consider the environment : modify the environment to encourage people to self-organize in a new way
 

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