Summary
There is more to management than handing out assignments and taking notes in the weekly status meeting. That "more" is the part that remains when you adopt an agile method.
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From a position statement prepaired for an oopsla panel on the need for xp/agile managers ...
There is more to management than handing out assignments and taking notes in the weekly status meeting. That "more" is the part that remains when you adopt an agile method. Extreme programming, for example, says nothing about capital purchase approval or salary administration, but that doesn't make these "downward looking" responsibilities go away. There are also "upward looking" responsibilities budgeting and strategic planning that are probably best if shouldered by an individual.
Still agile teams take time consuming management activities and make them their own. That means a manager does more oversight than day to day "managing" of the programming activities. Can we therefore expect the role to change? Certainly. Every XP value, communication, simplicity, feedback and courage, suggests possibilities for the role. Can paired managing be far behind?
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