By Ángel Medinilla
When you've got attempted to enforce Agile on your association, you have got most likely realized much approximately improvement practices, teamwork, tactics and instruments, yet too little approximately tips to deal with such a company. but managerial help is usually the most important obstacle to effectively adopting Agile, and restricting your Agile efforts to these of the advance groups whereas doing a similar old-style administration will dramatically restrict the facility of your company to arrive the following Agile level.
Ángel Medinilla gives you a accomplished realizing of what Agile skill to a firm and the manager’s function in such an atmosphere, i.e., easy methods to deal with, lead and inspire self-organizing groups and the way to create an Agile company tradition. according to his heritage as a “veteran” Agile advisor for firms of all sizes, he provides insights and studies, issues out attainable pitfalls, offers useful techniques and attainable eventualities, additionally together with special feedback for additional reading.
If you're a supervisor, workforce chief, evangelist, switch agent (or no matter what great name) and that allows you to push Agile additional on your association, then this can be your ebook. you'll learn tips to swap the paradigm of what administration is set: it isn't approximately arbitrary judgements, consistent supervision and development keep watch over, and the negotiation of fixing specifications. it really is approximately motivation, self-organization, accountability, and the exploitation of all venture stakeholders’ wisdom. we are living in a special global than the one who so much administration specialists of the twentieth century describe, and firms that try for achievement and excellence will want a new form of supervisor – Agile managers.
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Additional info for Agile Management: Leadership in an Agile Environment
14. Become a learning organization through relentless reflection (Hansei) and continuous improvement (Kaizen). The master principle of Lean: never be satisfied with your current state, strive for perfection. Every mistake is seen as an opportunity to improve as long as people are empowered to take risks, make mistakes, and learn from them. Blameavoiding games will never make the company better, they will only keep you safe, and trying to ignore mistakes is another form of blame avoiding. In a Hansei-Kaizen culture, everyone feels responsible and accountable for their decisions, and when a mistake has been made, it is 30 2 Lean and Agile in a Nutshell more important to fix it and make sure that no one else will make the same mistake again than trying to hide the broken glass under the carpet.
Use visual control so no problems are hidden. Again, western companies will always come up with software tools, written reports, or electronic dashboards to try to know what is happening, but according to the general experience of Lean and Agile Senseis, nothing beats the simplicity of visual controls. Kanban cards, team boards, signs, banners, Andon devices, A3 handwritten reports, floor layout lines, or silhouetted tool boxes where you can easily know where to place everything are typical examples of visual management in a Lean manufacturing plant.
That is why, lately, many Agilists are urging companies to stop doing Agile and be Agile instead. Anyway, the implementation of the Agile values and principles, as well as the previous work done by the Agile pioneers, has produced a welldocumented set of best practices that very possibly will help you understand and embrace Agile. Some of them are described below, but, again, let me stress that even if you start performing all of them, that will not necessarily make you Agile. From my own perspective, Agile companies must understand values and principles first and then try to find the set of processes, roles, practices, artifacts, and tools that help them live by those values and principles and not the other way round.