Chapter leaders are not involved in the day-to-day work of squads they don’t check on or approve the work of their chapter members, and they certainly don’t micromanage or provide daily oversight. The chapter leader must evaluate, promote, coach, and develop his or her people, but without traditional direct oversight. This chapter leader must build up the right capabilities and people, equip them with the skills, tools, and standard approaches to deliver functional excellence, and ensure that they are deployed to value-creation opportunities-sometimes in long-term roles supporting the business, but more often to the small, independent squads. The chapter leaderĮvery functional reporting line has a leader. Let’s examine the responsibilities of each and the challenges they pose for traditional managers looking to become agile managers. In this world, the work of a traditional midlevel manager is reallocated to three different roles: the chapter leader, the tribe leader, and the squad leader. Google Podcasts Apple Podcasts Spotify Stitcher RSS Management roles If chapters are responsible for the “how,” tribes are responsible for the “what.” They set priorities and objectives and provide marching orders to the functional resources deployed to them. Tribes essentially “rent” most of their resources from the chapters. Tribes are similar to business units or product lines in traditional organizations. The value-creation reporting lines are often called “tribes.” They focus on making money and delivering value to customers (you might have a “mortgage services” tribe or a “mobile products” tribe). However, once talent is deployed to an agile team, the chapters do not tell people what to work on, nor do they set priorities, assign work or tasks, or supervise the day-to-day. In essence, chapters are responsible for the “how” of a company’s work. The chapters also must deploy their talented people to the appropriate squads, based on their expertise and demonstrated competence. Each chapter is responsible for building a capability: hiring, firing, and developing talent shepherding people along their career paths evaluating and promoting people and building standard tools, methods, and ways of working. In agile parlance, the capability reporting lines are often called “chapters” and are similar in some ways to functions in traditional organizations (you might have a “web developers” chapter, say, or a “research” chapter). Nearly all employees have both a functional reporting line, which is their long-term home in the company, and a value-creation reporting line, which sets the objectives and business needs they take on in squads. The answers become clear once you understand that the typical agile company employs a dynamic matrix structure with two types of reporting lines: a capability line and a value-creation line. This raises an obvious and seemingly mystifying question for people who have worked in more traditional, hierarchical companies: Who manages in an agile organization? And what exactly does an agile manager do? Lay of the land Agile product manager how to#Typically composed of eight to ten individuals, they have end-to-end accountability for specific outcomes and make their own decisions about how to achieve their goals. These small teams, often called “squads,” have a great deal of autonomy. What do managers in agile organizations do?
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