Individuals and interactions over processes and tools
So reads the first line of the Agile Manifesto. Agile (and Lean) frameworks differentiate themselves from traditional software project management in the value that they place in people.
I’m always confused when I people attempt to separate out line and project management in the context of software. To me they are intrinsically linked, and cannot meaningfully be considered in isolation. In fact I’d go so far as to say that one of the principle drivers of the agile movement is not so much what it says about project management, significant as that is, but more what it says about motivation and simply letting smart people get on and do their jobs.
As an illustration, I’d like to use Martin Haworth’s ‘Ten Tips About People Management’ as a representative article of a more general approach to people management. For each point I’ve highlighted how it is commonly addressed in the context of an agile team.
1. Talk to Your People Often
By building a great relationship with your people you will bring trust, honesty and information. This gives you a head start in Performance Management of your people.
Daily stand ups provide a frequent and regular period to interact with the team. It doesn’t provide one on one time but it does mean that raising impediments and sharing of ideas is common place such that it then feels much more natural for one on one conversations to occur.
2. Build Feedback In
On the job two-way feedback processes gets rid of the nasty surprises that gives Performance Management such a bad name. By building it in as a natural activity, you take the edge away.
3. Be Honest
By being frank and honest, which the preparation work in building a great relationship has afforded you, both parties treat each other with respect and see each other as working for everyone’s benefit.
With lead times measured in days, trust and openness are essential for any agile team, where honesty does not exist the whole process collapses.
4. Notice Great Performance
When you see good stuff, shout about it! Let people know. Celebrate successes and filter this into formal processes.
At a team level daily stand ups and visualisation of work flow provides this for free. Furthermore, since features are delivered in a state ready for production, regular product demos provide the customer with a hands on measure of progress.
5. Have a System
Performance Management is a process and needs some formality – especially for good personnel practice and record. This need not be complicated, but it needs to be organised and have timescales.
Agile frameworks have little to say directly on the subject of performance management, though there is an assumption that team members are continually looking to improve their skills and performance. Agile working models introduce the idea of cadence where there is a period dedicated to retrospection and continuous improvement.
6. Keep it Simple
But do keep it simple. If you have a relationship with your people that is strong anyway, you already know what they are about. Formal discussions can be friendly and simple, with formality kept to a minimum.
With an emphasis on verbal communication, it’s easy to have serious conversations in a relaxed but constructive manner.
7. Be Very Positive
Celebrate great performance! Focus on what’s going well. It’s about successes and building on strengths, not spending ages on their weaknesses – that serves no-one. Go with the positives!
Again, constant feedback through regular delivery of working software, reinforces and encourages good practice.
8. Achieve Their Needs
Remember that we all have needs that we want fulfilling. By working with your people to create outcomes that will do this, you will strengthen your relationships and channel effort in a constructive direction.
Since teams are typically cross functional, team members are exposed to a range of challenges, and have a clearer idea of where they feel they are strongest. While an agile framework does not specifically look to fulfil the longer term needs of an individual, it at least attempts not pigeon hole them into a specific roles.
9. Tackle Discipline
Whilst it often happens, Performance Management is not about managing indiscipline. That has to be managed in a different way. By setting clear standards in your business that everyone understands and signs up to, discipline becomes much, much easier.
In the same way that team success and good performance are highly visible to the team, individual poor performance is also obvious. Expectations of good practice are generally arrived at through team consensus and so could not be clearer. If the expectations are inappropriate or unrealistic then the team has the power to amend as necessary.
10. Learn from Mistakes
As part of regular on-the-job and informal review, mistakes will come to light; things will go wrong. By using the ‘What went well? And ‘What could you do differently?’ format, the unsatisfactory performance becomes controllable and a positive step.
Where teams are correct to take take credit for their success, it is equally important that take responsibility for failure. Examples include retrospectives or Lean style 5 Whys root cause analysis.
Software is an industry not always known for the strength of its people management, by pushing human issues to the fore agile and lean frameworks ensure that not only is the management of of the project considered, but also the management of the people. In a practical sense, while applying agile principles won’t necessarily make me a good manager, they make me less likely to be a bad one.