New location!!! Come join us!
We'll have tacos and snacks to munch on ...
Note: for parking purposes, please RSVP. I will need your first and last name, so if you use an abbreviation on meetup, please email Margaret your full name. Thanks!
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 clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Ron Lichty has been alternating between consulting with and managing software development and product organizations for over 20 years, the last 14 of those in the era of Agile.
Principal and owner of Ron Lichty Consulting, Inc. (www.RonLichty.com), he has trained teams in Scrum, transitioned teams from waterfall and iterative methodologies to agile, and coached teams already using agile to make their software development "hum".
Ron's most recent book is Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams - http://www.ManagingTheUnmanageable.net - co-authored with Pixar, Broderbund and Gracenote CTO Mickey W. Mantle. Published by Addison Wesley late last year, it has been compared by reviewers to software development classics, The Mythical Man-Month and Peopleware.
Ron has repeatedly been brought in as an acting CTO and interim vice president of engineering to solve development team challenges (www.ronlichty.com). During Ron's first three years at Charles Schwab, he led software development of the first investor tools on Schwab.com, playing a role in transforming the bricks-and-mortar discount brokerage into a premier name in online financial services. He was promoted to Schwab vice president while subsequently leading his CIO’s three-year technology initiative to migrate software development from any-language-goes to a single, cost-effective platform company-wide and nurturing Schwab's nascent efforts to leverage early Agile approaches.
Ron has been an adviser to a half-dozen start-ups. He co-chairs SVForum’s Emerging Technology SIG; founded its Software Architecture SIG; chaired East Bay Innovation Group’s Software Management Best Practices SIG; and was a member of the board of SVForum, Silicon Valley’s largest and oldest developer organization. Ron’s developer conference and professional group talks and webinars include transforming software development from chaos to clarity; facing down the challenges of implementing agile and scrum; and recognizing the importance of teamwork and community in software development.
On March 3rd in Anchorage, Ron cross-country skied a ninth marathon with Team in Training and fulfilled a goal to, over nine seasons, raise $100,000 to cure leukemia, lymphoma and myeloma and support cancer patients and their families.