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COMPLEXITY:
Managing Today's Challenges

München, 03. - 07. Februar 2014

Konferenz

Radical Management in Practice

Datum:03.02.2014
Uhrzeit:18:30 - 20:00
Vortrag: Nmo 2
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Many organizations are based on a hierarchical bureaucracy with managers who practice command and control. This approach is incompatible with much twenty-first century work, which is knowledge based and best carried out in self-organized teams. Building on Steve Denning's "Radical Management", we provide guidance on what managers should do to best support the work of agile teams. We will draw on experiences from Deutsche Telekom's large scale agile transition, which has involved a dramatic change in management culture.

Target Audience: managers, ScrumMasters, change agents
Prerequisites: basic understand of agile / self-organising teams
Level: Practicing

You will learn:
Participants will understand the basics of Radical Management and our model for the agile manager and be able to apply it within their own organization.
In particular, they will have a an understanding of an agile approach to:
* Recruiting staff
* Developing staff
* Performance management
* Motivating staff
* Impediment removal
* Enabling learning and knowledge transfer
* Interactive communication instead of management by PowerPoint

Extended abstract:
Over the the last two and a half years, the authors have been involved as senior managers, coaches and trainers in a large-scale adoption of Scrum and related agile practices at Deutsche Telekom in Germany . During this time, they have found that support from management at all levels is crucial for sustainable success with agile. There are two key aspects of this:
1. Unless managers are fully behind agile they can block its progress.
2. If managers are behind agile and embrace their new role as enablers and communicators they can act as a tremendous source of support to help teams deliver better results.
To make the new role for managers easier to communicate and understand, the author has developed a model which describes the purpose of the manager, the values that a manager should ideally live and matching behavioral standards. The session will be structured around this model and will describe three elements which we believe are the key parts of effective management in an agile organization:
* People management
* Enabling Excellence
* Interactive Communication

The session will include:
1. What's the problem with traditional management?
2. The Agile Manager model
* People management
* Enabling excellence
* Interactive communication
3. Our experiences teaching and coaching using this model
* What has happened as a result?
* Lessons learned