The document summarizes the key practices for managers in Scrum, including moving from a traditional command-and-control style to one focused on servant leadership, empirical decision making, empowering teams, quality-first efforts, and continuous improvement. It emphasizes profoundly changing the management culture to support individuals and teams through kindness and respect instead of pressure. The transition requires focusing on customer needs, removing waste, promoting teamwork, clearing impediments, and championing Scrum through teaching, encouragement, and leading by example.

1. Managers in Scrum
Roman Pichler
QCon London 2008

2. About me
Roman Pichler
Consultant and Author
Lean and Scrum
Tel.: +44 (0) 7974 203772
roman.pichler@romanpichler.com
www.romanpichler.com
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3. Agenda
1. Traditional Management Systems
How most companies are managed
2. Scrum Management Practices
What’s left to do once Scrum has been
established
3. Transition
Make Scrum a continued success
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4. Traditional Management Systems
How most companies are managed
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5. The Enterprise
CEO
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6. Command and Control
Receives Makes decisions
Manager
reports Gives orders
Complies and
Reports
Subordinate
executes
Source: Allen C. Ward, Lean Process and Product Development
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7. Scrum Management Practices
What’s left to do once Scrum has been
established
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8. A New Perspective
CEO
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9. Overview
Servant-
leadership
Empirical
Empowerment
Management
Continuous
Quality-first
Improvement
Standardisation
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10. Servant-leadership
• Lead by serving others
– Servant-first, leader-second
– The servant as leader
• Help the team and its members to grow
and to develop
– Practise kindness and be caring
– Help to create the right work environment
• Always show respect to the individual
– Honour the effort and goodwill even if you do
not agree with the work
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11. Empirical Management
• Make decisions on the basis of facts and
empirical evidence
– Go and see for yourself
– Reports and numbers alone are not sufficient
– Transparency is the prerequisites of inspect-
and-adapt
• Managers engage with employees to
understand what’s happening where the
actual work is done
– Ask questions, share observations
– Make helpful suggestions to assist and guide
– No micro management!
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12. Empowerment
• Delegate decision making authority to the
lowest possible level
– Collaboration instead of command and control,
micro management or laissez faire
• Authority and responsibility are united
– The team as the authority to select the
requirements to be transformed into a product
increment and the team is fully responsible for
meeting its commitment
– Enables ownership and learning
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13. Quality-first
• Quality is built into the product right from
the start
– Stop creating and shipping junk
– Build a quality culture
• A problem is not a problem but a treasure
– “Get it right” instead of “get it out”
• Encourage and empower the teams to
identify and rectify problems together with
their root causes
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14. Continuous Improvement
• Continuous improvement is the daily activity to
improve the workplace
– Encourage and empower the teams to challenge the
status quo on an ongoing basis
– Wasteful activities are identified and removed; work is
made more enjoyable
• Once an organisation has stopped improving, it
has stopped being good
• Causes continuous innovation and change
– Learning, non-judgmental, non-blaming approach
– Opposite of “do not rock the boat” and “just do it”
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15. Standardisation
Top down Bottom-up
Traditional Scrum
Identify improvement
Standardise
Manager Manager
Communicate
Standardise improvement
Organisation
Subordinates Team
Identify improvement,
implement and validate
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16. Transition
Make Scrum a continued success
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17. Focus on the Customer
Focus on the customer needs
Consider the entire value stream,
avoid sub optimisation
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18. Remove Overburden
Limit demand to
capacity and capability
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19. Promote Team Work
Help to create effective teams
Foster creativity and collaboration
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20. Clear the Way
Remove impediments promptly
Anticipate new impediments
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21. Be a Scrum Champion
Teach Scrum – encourage and guide
Be a role model – walk the talk
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22. Summary
• The good news: There is plenty left to do
for managers in Scrum
• Management culture must change
profoundly
– From telling people what to do to supporting
and guiding individuals and teams
– Kindness and respect instead of pressure and
fear
• We all have a limitless potential to change
for the better – let’s tap into it!
– It requires awareness and focussed effort
– There is no Scrum pixie dust – and never will be
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23. Questions?
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24. References
Robert K. Greenleaf. Servant Leadership: A Journey into the Nature of
Legitimate Power and Greatness. 25th Anniversary Edition. Paulist
Press. 2002
Jeffrey K. Liker. The Toyota Way. McGraw-Hill Education. 2003
Taiichi Ohno. Toyota Production System. Beyond Large-Scale
Production. Productivity Press. 1988
Roman Pichler. Scrum. Agiles Projektmanagement erfolgreich
einsetzen. dpunkt.verlag. 2007
Ken Schwaber, Mike Beedle. Agile Software Development with SCRUM.
Prentice Hall. 2001
Ken Schwaber. The Enterprise and Scrum. Microsoft Press. 2007
Allen C. Ward. Lean Product and Process Development. Lean Enterprise
Institute. 2007
James P. Womack, Daniel T. Jones. Lean Thinking: Banish Waste and
Create Wealth in Your Corporation. Free Press. 2003
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