Agile Manifesto
12 Principles of the Agile Manifesto
The principles of the Agile Manifesto provide a guide for behaviour and action
Agile IQ®
Management Commitment
Influencing Behaviour. Secondary Factor.
Overview
Management commitment and management participation continue to be one of the biggest risk factors for agile adoption.
Teams are more effective when managers shift to supporting teams by establishing guardrails for self-organisation over task management. Managers should also lead by example and use agile themselves for executive and leadership work.
Learning areas for management commitment
Guardrails
An introduction to self-management
Self management isn t chaos It requires management to set guardrails that define the boundaries for
Facilitation Guides
Daily Scrum isn’t a status report
Inspecting progress toward the Sprint Goal empowers a team to adapt its Sprint Backlog
Management Commitment
Difference between Scrum Master and Project Manager
What does it take to lead an Agile Release Train as its Product Manager
Connectedness
Encouraging Team Work
How do you help members of the team to be mutually committed to the goals and
Agile Manifesto
How does a Scrum Master work with Managers?
How does the Scrum Master approach management How can management help the Scrum Master and Scrum
Management Commitment
Servant Leadership
Build stronger teams through prioritising and serving the greater good
Guardrails
Setting Guardrails
What are the minimum set of roles events artefacts and timeboxes that are essential for team
Building Capability
Succession Planning
Actively create plans for who fills in for key roles at Sprint Planning
Agile Manifesto
Video: Agile Manifesto Explained. Principle #5
The Agile Manifesto Explained 8211 5th Principle Building teams around motivated individuals
Building Capability
Video: Better Delegation with Management 3.0
Faster decision making means faster delivery and 8220 workers can often make better decisions than managers
Management Commitment
Video: Dan Pink on Autonomy, Mastery and Purpose
Without self organisation 8211 the ability to control what when and how we work 8211 Dan
Building Capability
Video: From T-Shaped to X-Shaped Skills by David Clifford
Deep dive into Tim Brown 8217 s ideas of i shaped T shaped and building X
Building Capability
Video: Managers and taking care of those ‘in our charge’
Simon Sinek talking on true leadership starting with distinguishing between being 8216 in charge 8217 versus
Guardrails
Video: Project Managers in Agile
What are the opportunities for Project Managers as the organisation moves to Scrum
Management Commitment
Video: Systems Thinking by Tom Wujec
Tom Wujec shows how clarity of process nodes and flow reveals unexpected truths about how we
Management Commitment
Video: The Future of your Future is Servant Leadership
Servant leadership allows us to identify ways for us to improve our individual commitment to those
Management Commitment
What does an agile team need to get started?
What do you get started Who schedules the Daily Scrum How about the Sprint Review <
Guardrails
What is the role of the team lead in agile?
In an agile team is there a Team Lead What about Junior or Senior developers <
Management Commitment
Why bother with agile?
Many organisations seek agility Its promise is faster delivery higher quality and lower costs all with
Building Capability
Working as a team
A team charter is a document that is developed in a group setting that clarifies team
Flow
Working with urgent, unplanned work
Requests at the last minute by other areas of the organisation or even external clients and
