Feed Me
My Social Links
Twitter Feed

Entries in scrum roles (1)


Manager 2.0

Managers in the IT world are slowly realizing that the previous model of command and control is a poor bedfellow to sucess. Forty years ago in a new industry that had little history and wisdom to draw upon, the tendency to resort to a more traditional, and disciplined model, was natural. Comparisons with the Engineering disciplines, and all the pressure we put on ourselves to achieve ISO certification, or CMM level 5, bestowed upon us an unhealthy expectation of certainty and predictability, where little exists, and indeed, where little is expected.

Agile forces us to focus on people and culture as the conditions for success. However, this success is often predicated on an organization's ability to transform culture throughout the older and more traditional hierarchy. The following article describes one aspect of this transition for the former Manager of the development team. How will this role change to accomodate self-organization and team accountability? Although it doesn't seem to fit into the classic Scrum model, we are increasingly finding a desperate need for leadership that applies itself differently, and towards a more noble goal - guiding and mentoring a team. If success is more often defined by the people who participate in it, rather than the technology or solutions selected, then it makes sense for a Manager to focus on this as well.

The days of General Patton like C&C are over. Wielding people like units on a battlefield has lost its appeal, and instead, our industry is transforming towards Servant Leadership and Management 2.0.