What does middle level management do?

Last week, someone tweeted that the C-suite “gets agile” but middle level management “resists” it. I also saw a tweet that the C-suite doesn’t get agile but middle managers do. I don’t doubt the observations of either of these tweeters. I have observed situations where both senior level and middle level management saw the value…

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The Costs of a Struggling Team

Last week, I posted a mind map that shows the benefits of the team effect.  But what about the costs of a team that is not doing well?  A team that isn’t working well doesn’t have a neutral effect. A struggling team costs the people and the organization in engagement, quality, and money.

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The Team Effect

A while back, I posted a little mind map about business costs of a struggling team.  But what about the benefits of the team effect?  What does a business gain when teams thrive?

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/Estimating/ is often helpful. /Estimates/ are often not.

Recently, I tweeted, “/Estimating/ is often helpful. /Estimates/ are often not.” Several people asked, “How can this be?” Let me say more, in more than 140 characters. /Estimating/ is often helpful. Estimating helps when the process of estimating builds shared understanding among the people who want the work done and the people doing the work..…

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But are they working hard?

Recently, I met with a group of managers who work in an organization moving towards agile methods. People seem to be happy working on cross-functional teams. They solve problems and work things out without management intervention. Best of all, they produce working software that the customers like. This makes the managers happy. But the managers…

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ScrumMaster? Coach? Agile Coach? The needs of the team and work define the role.

No matter the name, the  intention of the role is to help teams learn new skills, continuously improve, and make the transition to a new way of working. Some people say it’s a technical role, others claim that the role is primarily facilitation. I say, there is no one-size-fits-all when it comes to hiring an…

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Command & Control: Let’s talk about power

Command and control isn’t just a mindset and a style of management (though it is both those things). What we don’t often talk about is the power that rests with people in management roles. Traditional managers have power, and that power comes from different sources. Part of what rankles people in traditional organizations is the…

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Agile Teams at Scale: Beyond Scrum of Scrums

Agile methods depend on effective cross-functional teams. We’ve heard many Agile success stories…at the team level. But what happens when a product can’t be delivered by one team?  What do you do when the “team” that’s needed to work on a particular product is 20 people?  Or 20 teams? There are no simple answers. But…

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Trifecta of Doom: How Expectations for/about Managers Stymie Learning

When I was promoted to a management role, I realized that the skills that made me standout as a programmer were not the skills I needed in my new role. I started reading. I found a mentor. I applied for a graduate program in leadership. But I was something of an exception. Many managers feel…

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Hiring for an Agile Team: 4 Reasons to Up Your Hiring Game

Most companies have policies that govern the selection and hiring process for new employees. Not a bad thing.  But I’ve noticed that in many of the companies I visit–especially the big ones–the guidelines put far less rigor around hiring people for dev teams than for management roles. (Occasionally, I see the opposite. Might write about…

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