From the CEO of CollabNet

Flint Brenton

Subscribe to Flint Brenton: eMailAlertsEmail Alerts
Get Flint Brenton: homepageHomepage mobileMobile rssRSS facebookFacebook twitterTwitter linkedinLinkedIn


Related Topics: Cloud Computing, Agile Software Development, Continuous Integration, DevOps Journal

Article

Managers Don’t Have to Hate Agile | @CloudExpo #IoT #Agile #DevOps

What is the solution to relieve the tension for Agile and enable these two different worlds to get along

Managers Don’t Have to Hate Agile

Earlier this year Forbes published an article titled "Why Do Managers Hate Agile?" The author,Steve Denning, builds a case for managers hating Agile due to "management" and "Agile" being defined as two different worlds. It's like Men are From Mars and Women are from Venus, only we're talking about the IT world and management and developers, instead of men and women. The article caught my attention for the obvious reason that CollabNet sells products and services to help support Agile development efforts, sparking the question, "Why would managers hate Agile?"

In the article, the first world of "Management" is referenced as "The vertical world of hierarchical bureaucracy."  Management is seen as the boss at the top of the totem pole and individuals at the bottom. This world is governed by roles, rules, plans and reports.

The second world of "Agile" is referenced as "The horizontal world of Agile," and described as one operating horizontally with a focus on the customer instead of a vertical dynamic with people reporting upwards to bosses. Therefore, there is tension between the two worlds and the perception that managers hate Agile because it turns their world on its side and creates confusion. Management may not understand the needs of Agile developers and vice versa. The two entities speak a different language and don't know how to communicate with each other. Sound familiar?

So what is the solution to relieve the tension for Agile and enable these two different worlds to not only get along, but also to work collaboratively to produce innovative products and services for their customers? The answer is...transparency. It sounds so simple...transparency, visibility, awareness. Yes, this is the key for managers to truly understand Agile developers and begin to work together.

Transparency = Trust
The concept of transparency is one that CollabNet wholeheartedly embraces. OurTeamForge platform is specifically designed to give developers the tools they want to use and managers the end-to-end visibility and traceability they need - across the entire tool chain - and advanced data analytics and trending reports. As a result, transparency creates trust between management and developers.

When managers have visibility into the work of their developers and access to the reports they need, then the two worlds can come together not as enemies, but as partners. And the result is that managers don't have to hate Agile.

What is your experience with the two Worlds of "Management" and "Agile"?

More Stories By Flint Brenton

Mr. Flint Brenton has extensive experience building successful software companies, with a proven track record of accelerating growth through innovation and sales execution. He is currently CEO of CollabNet, a Vector Capital-owned leader in open Application Lifecycle Management (ALM). He also serves as an operating partner at Vector, advancing its position as a transformational partner to technology businesses. Mr. Brenton is a member of the Software & Services Division (SSD), and is on the board of directors for the Software & Information Industry Association (SIIA). Previously, Mr. Brenton served as president and CEO of AccelOps, a provider of IT operations analytics for cloud and virtualized infrastructures. Prior to that, he served as president and CEO of Tidal Software, a leader in application automation software. At both AccelOps and Tidal Software, Mr. Brenton more than tripled sales under his leadership while focusing both companies on disruptive product introductions. Tidal Software was later acquired by Cisco and Mr. Brenton served in follow-on capacities there, including vice president of advanced services, and senior vice president of engineering for Cisco's cloud-based Infrastructure as a Service (IaaS) and Platform as a Service (PaaS) offerings. He also has held leadership positions at NetIQ, Compaq Computer Corporation, BMC Software and IBM. He received a master's in business and public management from Rice University and a Bachelor of Science degree from Mount Union College.