Innovante Agility

  • 359 views
Uploaded on

Presentation gived at the HEG, Geneva School in Business Administration

Presentation gived at the HEG, Geneva School in Business Administration

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
359
On Slideshare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
32
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. Innovate Agility© Alexandre Cuva  version 1.00
  • 2. Agile TimeSession 1 : Presentation (45 min)15 min pauseSession 2 : Let’s Play (1h30)15 min pauseSession 3 : Retrospective (45 min)
  • 3. Agile Transition CoachAlexandre Cuva• Agile Transition Coach, Scrum Master, Product Owner• Management 3.0 & Certified Scrum Developer Trainer• Event speaker• Hermes Swiss Project Team Professional• ITIL V3“I coach teams and organization to become highly productive.”Alexandre.cuva@valense.comhttp://www.slideshare.net/GToronto
  • 4. Alexandre Cuva Management 3.0 Peter Stevens Joe Justice Daniel Teng CST WikiSpeed CSC China DukeInterprète Kiro Harada Nhân Trí Vũ TPS Agile Vietnam Alex Rosales Agile Vietnam Duong Tan Vietnam Agile Training And most important, The Agile Tour HCMC Dream Team
  • 5. Source from Ken Lum
  • 6. Je pense que le prochain sièclesera le siècle de la complexité. Stephen Hawking Glenda Chui,. “Unified Theory is Getting Closer, Hawking Predicts.” San Jose Mercury News, January 23, 2000 http://www.flickr.com/photos/77519207@N02/6801411136/  2012 Elhombredenegro, Creative Commons 3.0
  • 7. For thousand years, we were ruled from a Central AuthorityHue, ancient Vietnam imperial palace : http://www.travelloops.com
  • 8. Self- organization is the default behaviorin complex adaptive systems
  • 9. Ho Chi Minh City is a is a complex adaptive system(CAS), because it consists of parts (people) that form a system (city), which shows complex behavior while it keeps adapting to a changing environment.
  • 10. A team is a Complex Adaptive System (CAD) The ManagerSources : http://rafrogblogus.wordpress.com/2012/10/11/inside- the- nescafe- plan- in- vietnam/
  • 11. Managers are ordinary people with special powerSources : http://rafrogblogus.wordpress.com/2012/10/11/inside- the- nescafe- plan- in- vietnam/
  • 12. Maslow Model (1950) Abraham Maslow 19
  • 13. The ultimate victory in competition is derived from the innersatisfaction of knowing that you have done your best and thatyou have gotten the most out of what you had to give.Howard Cossel, 1918- 1995
  • 14. 10 Intrinsic DesiresCuriosity The need to thinkHonor Being loyal to a groupAcceptance The need for approvalMastery / Competence The need to feel capablePower The need for influence of willFreedom / Independence / Autonomy Being an individualRelatedness / Social Contact The need for friendsOrder Or stable environmentsGoal / Idealism / Purpose The need for purposeStatus The need for social standing 21
  • 15. The Seven Levels of Authority1. Tell: make decision as the manager2. Sell: convince people about decision3. Consult: get input from team before decision4. Agree: make decision together with team5. Advise: influence decision made by the team6. Inquire: ask feedback after decision by team7. Delegate: no influence, let team work it out 22
  • 16. Managers are like leaders, they defines constraints, the employees defines the rules
  • 17. Managers need to share their objectives
  • 18. Teams need to have an identity to identify their self
  • 19. Transparency is Essential
  • 20. It’s Management work to have employee feel capable
  • 21. Benefits Obtained from Agile 1. Managing Changing Priorities 2. Improved Project Visibility 3. Increased Productivity 4. Improved Team Morale 5. Faster Time- to- Market 6. Better Alignment Between IT & Business Objectives 7. Enhanced Software Quality 8. Simplified Development Processhttp://www.versionone.com/state_of_agile_development_survey/11/
  • 22. Is this possible?shareholders / customers / owners users employees / workerssuppliers / partners communities / society
  • 23. ScrumMike Cohn. Succeeding with Agile: Software Development using Scrum, 2010
  • 24. indirect proven benefit Scrum benefitshareholders / customers / owners users proven benefit employees / workers not not addressed addressedsuppliers / partners communities / society
  • 25. KanbanDavid Anderson. Kanban: Successful Evolutionary Change in Your Software Business, 2010
  • 26. indirect proven benefit Kanban benefitshareholders / customers / owners users proven benefit employees / workers not not addressed addressedsuppliers / partners communities / society
  • 27. Beyond BudgetingJeremy Hope, Beyond Budgeting: How Managers Can Break Free…, 2003
  • 28. indirect proven benefit Beyond Budgeting benefitshareholders / customers / owners users proven benefit employees / workers not not addressed addressedsuppliers / partners communities / society
  • 29. Lean Startup ideas data product measureEric Ries, The Lean Startup: How Todays Entrepreneurs Use Continuous Innovation…, 2011
  • 30. proven proven benefit Lean Startup benefitshareholders / customers / owners users indirect benefit employees / workers not not addressed addressedsuppliers / partners communities / society
  • 31. Delivering HappinessTony Hsieh, Delivering Happiness: A Path to Profits, Passion, and Purpose, 2010http://www.youtube.com/watch?v=4teXtmYyzxA
  • 32. indirect proven benefit Delivering Happiness benefitshareholders / customers / owners users proven benefit employees / workers not proven addressed benefitsuppliers / partners communities / society
  • 33. Business Model Canvas KP KA VP CR CS KR CH CS RSAlexander Osterwalder, Business Model Generation: A Handbook for Visionaries….,, 2010http://www.youtube.com/watch?v=QoAOzMTLP5s
  • 34. proven proven benefit Business Model Canvas benefitshareholders / customers / owners users indirect benefit employees / workers proven benefit not addressedsuppliers / partners communities / society
  • 35. Design Thinking viabilitydesirability feasibilityRichard Buchanan, “Wicked Problems in Design Thinking”http://www.jstor.org/stable/1511637?origin=JSTOR- pdfhttp://www.youtube.com/watch?v=uilcaXYnluU&feature=plcp
  • 36. indirect proven benefit Design Thinking benefitshareholders / customers / owners users indirect benefit employees / workers not not addressed addressedsuppliers / partners communities / society
  • 37. Un Système est composé de plusieurs pièces
  • 38. Questions ? 45
  • 39. Let’s Play
  • 40. Retrospective• J’ai Vu…, J’ai entendu…• J’ai découvert…, Je suis surpris…• J’ai appris…• Avant la fin de l’année je vais…
  • 41. Agile Transition CoachAlexandre Cuva• Agile Transition Coach, Scrum Master, Product Owner• Management 3.0 & Certified Scrum Developer Trainer• Event speaker• Hermes Swiss Project Team Professional• ITIL V3“I coach teams and organization to become highly productive.”Alexandre.cuva@valense.comhttp://www.slideshare.net/GToronto