How did Agile change regular management? / Hebrew
The author of the article
My name Dmytro Kurdyumov, I am a certified Agile Coach and Business Transformation Leader, for the last 7 years I have been helping companies transform their processes and structure to achieve greater adaptability and speed. In this article, I want to share how Agile has changed the principles of regular management in companies.
Why is the question relevant?
In today’s dynamic business environment, where changes are an integral part of processes, regular management acquires new aspects thanks to the influence of the Agile philosophy. This evolution of traditional management was a response to the challenges of a rapidly changing market and customer demands. In this article, we will dive into the world where Agile has transformed the usual routine management, questioning outdated methods and introducing new approaches and practices.
With the advent of Agile, regular management has changed. This transition was necessary to effectively respond to changing market conditions and customer expectations.
During our review of the basics of routine management, we will highlight how Agile has brought changes to the approach to planning, interaction with the team, and, most importantly, how these changes are reflected in the overall dynamics of business processes. Let’s find out together how Agile not only transformed regular management, but also breathed new ideas into it, filling it with energy and demand in a period of change.
Before we analyze how Agile has transformed the usual foundations of regular management, let’s remember what they are.
What is routine management?
Regular management is the systematic management of processes and resources in order to achieve stability and stability in the work of a team or organization. It includes continuous monitoring, evaluation and adjustment of activities.
It is important to understand that when regular management appeared, there were completely different principles of management, which were created for other tasks, mainly of an industrial nature. There was no such dynamism, competition, and the speed and flexibility required of the organization was not required, so the principles were based on the fact that management is a key participant in the process. In an environment that requires fast speed and flexibility, as well as intelligent work, it is necessary to transfer functions and responsibilities to the teams themselves, so they can work faster and come up with the best solutions. Let’s see how the role of the manager has changed in this environment.
How has the role of the manager changed?
From controller to leader:
A traditional manager often plays the role of controller, setting tasks and monitoring their completion. In Agile, the manager moves into a leadership role, supporting and inspiring the team rather than dictating every move.
Creation of conditions for self-organization:
In Agile, teams strive for self-organization. A manager does not micromanage, but creates conditions in which team members can effectively self-organize, make decisions, and solve problems.
Elimination of obstacles:
A manager’s role in Agile includes removing obstacles for the team. Instead of giving detailed instructions, the manager helps remove obstacles and provides the team with the necessary resources.
Ensuring competence development:
An agile manager emphasizes the development of skills and competencies of team members. It supports learning and stimulates professional development.
Creating feedback and training:
Instead of annual performance reviews, the Agile manager encourages continuous learning and feedback. Usually, every sprint – a week or two (depending on the length of the sprint) teams show the results and receive feedback, and then in retrospect independently analyze the growth areas. This creates a more dynamic interaction and encourages rapid improvement.
Work with clients and interested parties:
Agile focuses on interaction with customers and stakeholders. The manager plays the role of guide and facilitator in this process, ensuring effective communication.
Support of the culture of experiments:
An Agile manager supports a culture of experimentation and learning from mistakes. It encourages the team to try new approaches, analyze results, and learn lessons. And most importantly, it encourages mistakes. After all, in practice, only 1 out of 10 hypotheses is successful (according to statistics conducted by a number of companies, including Yandex).
Basics of classic regular management and management in Agile
Process monitoring: regular management begins with constant monitoring of key processes within the organization. This allows you to identify problems at an early stage and prevent potential crises.
How does this principle change in Agile? In Agile, the monitoring of processes within the team is carried out by the teams themselves. They have the right and authority to improve the process regularly. Each Agile iteration, the team conducts a retrospective, which results in an action plan to improve it. Management improves and creates conditions around the team, removes obstacles for the team. That is, if in classical management all the work is done by the manager, then the monitoring of processes at the team level is carried out by the team itself, the manager can give feedback and help eliminate obstacles that prevent the team from achieving its goals.
Evaluation of results: the manager regularly evaluates the results of the team, analyzes the key performance indicators and compares them with the set goals.
Agile also has team performance assessments. However, it is conducted according to product metrics, and not according to the number of tasks completed by each employee. The entire team’s focus is on improving product value and growing metrics. The whole team is responsible for the goal.
Another important difference is that the team is delegated to achieve the goal, is provided with the appropriate level of autonomy, and is able to make decisions. Therefore, on the way to the goal, teams evaluate themselves, summarizing each sprint, making improvements to the process. The manager and stakeholders around the team can provide feedback and help remove obstacles.
Feedback: regular communication with team members and providing them with feedback plays an important role. This creates an atmosphere of trust and understanding, contributing to increased work efficiency.
In Agile, feedback is a key element that is every sprint. Feedback and openness are important in an Agile team to make timely adjustments. Both feedback from participants to each other and feedback from stakeholders.
Resource management in regular management
Time management: effective distribution of employees’ time is an important element of regular management. The manager must be able to plan tasks, set priorities and monitor deadlines.
In Agile, this point is transformed. Goals and tasks Agile teams plan themselves, focusing on business strategy and goals. That is, the teams themselves take on all the planning, time management, priorities, and control of deadlines. Of course, teams do this taking into account feedback from stakeholders, business, and users.
Planning cycles in Agile teams are usually a quarter for long-term planning and an iteration (week/two) for planning short-term goals and objectives.
Financial control: regular analysis of financial data and budgets allows the manager to make informed decisions based on facts and figures.
Financial control and metrics in Agile are an integral part of the work of Agile teams. Within the team, there is usually a Product owner who is responsible for the budget, monitors metrics and makes decisions. That is, the budget management function is also within the team.
Regular management, being an integral part of successful management, is the foundation for stability, efficiency and continuous development of the organization. Systematic monitoring, effective management of resources and continuous development of team competencies are the key principles that ensure sustainable achievement of outstanding results.
Nevertheless, in today’s reality, where conditions of high uncertainty and high speed are becoming the norm, these principles undergo changes under the influence of Agile methodology. Agile, complementing and sometimes completely transforming these principles, provides a new perspective on management, emphasizing flexibility, adaptability and collective involvement.
In conclusion, I would like to invite you to a free lesson of the Agile Project Manager course, as well as remind about event calendars, in which anyone can register for a number of useful free webinars.
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