The Agile manager is a master programmer

Lean thinking by Toyota says that managers must go and experience at the real place of work (gemba in Japanese) to learn what is going on. In the manufacturing field, gemba means the shop floor. When trying to apply Lean Thinking into my Agile management style, I feel like uploading the codebase from the repository into my computer and looking at the code; or even going further, I should be pairing with the programmers in my team.

The “real place” in software development is the crafting of the software. Therefore the Agile managers should be master programmers who can craft the code, and apply the development practices.

Of course not every master programmer will make a good Agile manager; and, on the other hand, not every traditional manager will make a good Agile manager. Either one will have to master several complementary skills that will empower a good Agile manager.

I have seen great traditional manager became great Agile managers, and great programmers became great Agile managers too. In both cases, the winner (the new Agile manager) did not stand alone. The whole team benefits at the end.

The manager who is new to Agile is to be empowered by the Agile team. And the programmer who is new to Agile is to be empowered by the team, including the Agile manager. Empower the team. Really. Don’t forget to empower the new-to-agile-manager. Please invite your manager to (once in a while) craft the software with you.

Agile PM and Architect dialog

At times I get asked if I rather be an Agile PM, or a developer.

Today I had a quick conversation with the “Architect” which made me very proud of being an Agile PM.

So, the Architect (A) walked to my team table and started the short conversation…

A: “Who is the tech lead in this team?”
me: “all developers”
A: “But who makes the important design decisions?”
me: “everyone”