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A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there’s always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don’t know what to do when their teams become self-managing. When they’re not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has shifted the old roles and responsibilities. Organizations truly embracing Scrum no longer make managers responsible for delivery. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or think their roles are just H.R. will almost certainly stymie adoption, as well.
Ron Lichty, who advises business leaders how to make their software development “hum”, believes that managers have critical roles to play in enabling agile success. So do a lot of the early agile thought leaders. This talk is about manager roles and about success.
Speaker(s): Ron Lichty, Principal & Owner of Ron Lichty Consulting, Inc.,
6:00 PM: Registration & Informal Networking
6:30 PM: Introduction, News
6:45 PM: Guided Networking
7:00 PM: Dinner
7:30 PM: After Dinner Presentation
8:45 PM: Adjourn
4600 Patrick Henry Drive
Santa Clara, California