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Individuals and interactions - Gil Broza - Agile Israel 2013

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    Individuals and interactions - Gil Broza - Agile Israel 2013 Individuals and interactions - Gil Broza - Agile Israel 2013 Presentation Transcript

    • Copyright © 2013 3P Vantage, Inc.Individuals & Interactions:10 Lessons from PuttingPeople Before ProcessGil BrozaTheHumanSideOfAgile.com3PVantage.comOnTheWayToAgile.comgil@3PVantage.com
    • 2 Copyright © 2013 3P Vantage, Inc.The Olden Days (pre-1999)Waterfall“We keep our masterpiecesin the museum’s basement”
    • 3 Copyright © 2013 3P Vantage, Inc.A Reaction: 4 New Axioms
    • 4 Copyright © 2013 3P Vantage, Inc.An Interesting Group of People
    • 5 Copyright © 2013 3P Vantage, Inc.PMI’s Approach To Success1. Project Integration Management2. Project Scope Management3. Project Time Management4. Project Cost Management5. Project Quality Management6. Project Human Resource Management7. Project Communications Management8. Project Risk Management9. Project Procurement Management10. Project Stakeholders Management
    • 6 Copyright © 2013 3P Vantage, Inc.The World’s Not Quite There YetAs of 28/4/2013:How many software products exist to manage userstories and Agile projects (as tracked by userstories.com)?84How many books on individuals and interactions?8
    • 7 Copyright © 2013 3P Vantage, Inc.When We Value P&T Over I&ISymptoms ConsequencesHow we talk about peopleHow people are managedWorkspace configurationQuantifiable expectations of outputEstimation anxietyDemo-driven developmentPeople limit their contributionYou get what you measureNot enough buy-in & engagementTeams aren’t real teamsNot “getting to done”Quality limitations
    • 8 Copyright © 2013 3P Vantage, Inc.Still, many organizations haveembraced axiom #1, trulyputting people before process.Let’s look at their top 10 lessons:consequences, how-to, and side effects
    • 9 Copyright © 2013 3P Vantage, Inc.People are not just “resources”
    • 10 Copyright © 2013 3P Vantage, Inc.Signs of “Resource Thinking” Overtime as an expectation, not an exception Shuffling people between projects and teams Multiplexing people across projects Creating teams to fit artificial criteria (e.g. size=7) Assessing contribution by busyness “bodies”, FTEs, titles – ignoring specific individuals’qualities and preferences– Where would they be most effective?– What would drive them?– How they would affect their team’s success?
    • 11 Copyright © 2013 3P Vantage, Inc.1. People Are Not Just “Resources” If they are resources, there is no team synergy If they are respected, they will apply themselvesWhat this involves: Changing the language Human-friendly design for cognitive/emotional work Self-organization within boundaries Reframing failure as feedback (from experimentation) Rethinking motivation Work-life balance (sustainable pace)
    • 12 Copyright © 2013 3P Vantage, Inc.Focus Keeps You Going
    • 13 Copyright © 2013 3P Vantage, Inc.2. FocusHow to focus? Cross-functional teams Small cycles, small plans Limit team’s work in progress (WIP) Unitasking Actually release working product oftenFocusfinish and deliver earlysense ofaccomplishmentMotivation, energy,excitement
    • 14 Copyright © 2013 3P Vantage, Inc.Nurture the Joy of Delivering Value
    • 15 Copyright © 2013 3P Vantage, Inc.3. The Joy of Delivering Value Satisfied customers or delighted customers? Virtuous cycle: Happy team happy customersHow to get there: Vision & mission Customer-Developer, not Manager-Developer User/business perspective, not task perspective Feedback loops
    • 16 Copyright © 2013 3P Vantage, Inc.Take Small, Safe, Feedback-Rich Steps
    • 17 Copyright © 2013 3P Vantage, Inc.4. Take Small, Safe, Feedback-Rich Steps Safety  no fear  do the right thing Reduced mental load  focusing and finishingHow to do that? Use short cycles with actionable feedback Base decisions on real data, feedback, and options Have checkpoints for all large gambles
    • 18 Copyright © 2013 3P Vantage, Inc.A standardized environment is for standard people
    • 19 Copyright © 2013 3P Vantage, Inc.5. A Standardized Environment Is For Standard People Team must own space as well as process People want to belong, connect, and be helped A great physical environment helps build trust quickly
    • 20 Copyright © 2013 3P Vantage, Inc.How to do thatLine of sight, EarshotInformation RadiatorsBig Visual Charts
    • 21 Copyright © 2013 3P Vantage, Inc.Collaboration Requires a SuitableSocial Environment
    • 22 Copyright © 2013 3P Vantage, Inc.6. Collaboration Requires a SuitableSocial Environment Reduced tolerance for anti-social behaviour Have at least one friendTechnicalskillsSocial skillsEmotionalintelligence
    • 23 Copyright © 2013 3P Vantage, Inc.High-Performance Teams Need Investment
    • 24 Copyright © 2013 3P Vantage, Inc.The Team Life Cycletimeperformanceformingstormingnormingperforming
    • 25 Copyright © 2013 3P Vantage, Inc.7. High-Performance Teams Need InvestmentThe road to high performance is long… and it’s not a stable stateTeams need teaming support: Leadership (dedicated or shared) Championing and protection Facilitation Removing practices that impede teamwork Coaching as a role Building 1-on-1 relationships and team allegiance
    • 26 Copyright © 2013 3P Vantage, Inc.Manage Less, Lead More
    • 27 Copyright © 2013 3P Vantage, Inc.“We take self-organization to the max. On good days, myjob rocks. Sometimes, my favorite thing to do is just walkaround, and you can just feel the energy; it’sunbelievable. That’s because it’s so self-organizing;people care deeply about the product we’re creating.”— Eugene Kiel, vice president at Cengage LearningQuoted in The Human Side of Agile
    • 28 Copyright © 2013 3P Vantage, Inc.8. Manage Less, Lead MoreThe more you control, the narrower your resultHow to lead more: Social setting Clear shared goals Team shares responsibility More forgiveness, less permission Team solves own problemsRemember, you can’t lead “resources”…
    • 29 Copyright © 2013 3P Vantage, Inc.Lead Collaboratively
    • 30 Copyright © 2013 3P Vantage, Inc.9. Lead Collaboratively Collaboration minimizes the risk of being human Also helps discover simple solutions ( less work!) Makes sense when the purpose is bigger than us allHow: Find the right purpose Constantly communicate to clarify intent Facilitation Consensus Excitement!
    • 31 Copyright © 2013 3P Vantage, Inc.Human Conduct Trumps “Best Practices”
    • 32 Copyright © 2013 3P Vantage, Inc.10. Human Conduct Trumps “Best Practices” Context is everything Unreliable / undesirable practice? Change it Team choice  ownership, buy-in, commitment,feeling of belongingHow to play this game: Continuous reflection and improvement Base changes on data Slack (not buffer) drives changeThis is where preferring I&I to P&T ismore than a value statement; it’s realism.
    • 33 Copyright © 2013 3P Vantage, Inc.Recap1. People are not “resources”2. Focus keeps you going3. Nurture the joy of delivering value4. Always take small, safe, feedback-rich steps5. A standardized environment is for standard people6. Collaboration requires a suitable social environment7. High performance teams require investment8. Manage less, lead more9. Lead collaboratively10. Human conduct trumps “best practices”
    • 34 Copyright © 2013 3P Vantage, Inc.Learn more at this online conferencewww.IndividualsAndInteractions.comNext week – May 15-23