Management 3.0 overview
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Management 3.0 overview

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Management 3.0 Overview, was used to promote my Management 3.0 training arround the world. It is a slighty changed version from Jurgen Management 3.0 50 min presentation.

Management 3.0 Overview, was used to promote my Management 3.0 training arround the world. It is a slighty changed version from Jurgen Management 3.0 50 min presentation.

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Management 3.0 overview Management 3.0 overview Presentation Transcript

  • www.management30.comversion 1.1
  • Alexandre CuvaEmail : Organizational Coachingalexandre.cuva@altran.com (Management 3.0, Scrum)Twitter: @cuvaalex Team CoachingBlog: http://agile-alexcuva.blogspot.com/ (Scrum, XP, Kanban)Phone: +41 78 715 8309 Technical Coaching (TDD, BDD, C#, Java, Groovy) Agile Training (Management 3.0, Agile, Scrum, XP)
  • Why3.0?
  • 1. Managing Changing Priorities 2. Improved Project Visibility 3. Improved Team Morale 4. Accelerated Time to Market 5. Increased Productivity 6. Enhanced Software Quality 7. Simplified Development Process 8. Reduced Riskhttp://www.versionone.com/state_of_agile_development_survey/10/
  • http://www.versionone.com/state_of_agile_development_survey/10/
  • Management is about human beings. Its task isto make people capable of joint performance, tomake their strengths effective and theirweaknesses irrelevant. This is what organizationis all about, and it is the reason that managementis the critical, determining factor.”- Peter F. Drucker, Management Rev. Ed.
  • Management 3.0
  • A team is a complex adaptive system (CAS), becauseit consists of parts (people) that form a system (team),and the system shows complex behavior while it keepsadapting to a changing environment.
  • Complexity theory is about change Complexity theory is […] about thedynamics of change in a system.– Irene SandersThe Interaction of Complexity and Management
  • People and relationships […] a new theory of business that placespeople and relationships into dramatic relief.– Roger Lewin, Birute RegineThe Interaction of Complexity and Management
  • Use a diversity of models Complexity itself is anti-methodology. It isagainst "one size fits all."– Tom PetzingerThe Interaction of Complexity and ManagementMultiple weak models can make just as muchsense as one strong model.
  • Anticipate, adapt, experimentAnticipationLooking forward, proactive, imagining improvementAdaptationLooking backward, reactive, responding to changeExperimentationTrying things out, exploration, experience feedback
  • Assume subjectivity and reflexivityThe observer influences the system, and thesystem influences the observer.The people form the culture, and the cultureforms the people.
  • Management 3.0
  • Extrinsic MotivationDesire to achieve goal GReward result RAssuming R leads to GProblems with non-linear effects
  • Intrinsic MotivationDesire to achieve goal GWhere G is its own rewardNo non-linear effects
  • “16 Basic Desires”Acceptance The need for approvalPhysical Activity Or exerciseCuriosity The need to thinkPower The need for influence of willEating The need for foodRomance The need for love and sexFamily The need to raise childrenSaving The need to collectHonor Being loyal to a groupSocial Contact The need for friendsIdealism The need for purposeStatus The need for social standingIndependence Being an individualTranquility The need to be safe Steven Reiss. Who Am I? The 16 Basic DesiresOrder Or stable environments That Motivate Our Actions and Define OurVengeance The need to strike back Personalities. City: Berkley Trade, 2002
  • “16 Basic Desires”Acceptance The need for approvalPhysical Activity Or exerciseCuriosity The need to thinkPower The need for influence of willEating The need for foodRomance The need for love and sexFamily The need to raise childrenSaving The need to collectHonor Being loyal to a groupSocial Contact The need for friendsIdealism The need for purposeStatus The need for social standingIndependence Being an individualTranquility The need to be safe Steven Reiss. Who Am I? The 16 Basic DesiresOrder Or stable environments That Motivate Our Actions and Define OurVengeance The need to strike back Personalities. City: Berkley Trade, 2002
  • “16 Basic Desires”Acceptance The need for approvalCuriosity The need to thinkPower The need for influence of willHonor Being loyal to a groupSocial Contact The need for friendsIdealism The need for purposeStatus The need for social standingIndependence Being an individualOrder Or stable environments Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
  • “Self-Determination Theory”Acceptance The need for approvalCuriosity The need to thinkPower The need for influence of willHonor Being loyal to a groupSocial Contact The need for friendsIdealism The need for purposeStatus The need for social standingIndependence Being an individualOrder Or stable environmentsCompetence The need to feel capableAutonomy The need to choose one’s own actionsRelatedness The need to be socially involved Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
  • “Self-Determination Theory”Acceptance The need for approvalCuriosity The need to thinkPower The need for influence of willHonor Being loyal to a groupSocial Contact / Relatedness The need for friendsIdealism The need for purposeStatus The need for social standingIndependence / Autonomy Being an individualOrder Or stable environmentsCompetence The need to feel capable Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
  • 10 Intrinsic DesiresAcceptance The need for approvalCuriosity The need to thinkPower The need for influence of willHonor Being loyal to a groupSocial Contact / Relatedness The need for friendsIdealism The need for purposeStatus The need for social standingIndependence / Autonomy Being an individualOrder Or stable environmentsCompetence The need to feel capable
  • “Drive”Acceptance The need for approvalCuriosity The need to thinkPower The need for influence of willHonor Being loyal to a groupSocial Contact / Relatedness The need for friendsIdealism / Purpose The need for purposeStatus The need for social standingIndependence / Autonomy Being an individualOrder Or stable environmentsCompetence / Mastery The need to feel capable Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us. Riverhead, 2009
  • 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
  • 360 Degree evaluations
  • Happiness index
  • Social networks
  • B = f (P,E)Behavior is a function of an individual’spersonality and his/her environment.- Kurt Lewin
  • Management 3.0
  • Empowermentis implementingdistributed control bydelegating authority
  • 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
  • Management 3.0
  • Do not allow individual stakeholder goals toreplace extrinsic and emergent goals
  • Remember to communicate your goals
  • Management 3.0
  • Three maturity levels (for skill)Shu traditional wisdom, learning fundamentals (apprentice)Ha detachment, breaking with tradition (journeyman)Ri transcendence, everything is natural (master)(last column: three similar levels in medieval European guild system)Note: the Dreyfus Model lists five levels of skill acquisition:Beginner, Advanced Beginner, Competent, Proficient, Experthttp://en.wikipedia.org/wiki/Shuharihttp://en.wikipedia.org/wiki/Master_craftsmanhttp://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition
  • Competence = maturity in 2 dimensions
  • 7 Approaches to competency development1. Self-Development2. Coaching & Mentoring3. Training & Certification4. Culture & Socialization5. Tools & Infrastructure6. Supervision & Control7. Management
  • 3 Principles for good KPI’s / metrics1. The KPI relates to a stakeholder’s purpose2. The KPI helps improve an aspect of the system3. The KPI is part of the work of those who are interested in itExamples:What about velocity?What about bug count?
  • Organization Community Employee Customer Manager Supplier perspective Teamdimension 6. 4. 2. 5. 3. 1. 7.1. Time2. Tools3. People4. Value5. Functionality6. Quality7. Process It’s like a balanced scorecard, but 2-dimensional
  • Management 3.0
  • Scale-invariant networks (fractals)Best communication across all scales http://gut.bmj.com/content/57/7.cover-expansion
  • Value unitsSystem administratorsGUI designersProject Mgt OfficeCommunity of Practice Delivering value to othersCenter of ExcellenceHuman Resources...
  • Management 3.0
  • Consider the system
  • The SystemPDCA cycleDeming/Shewharthttp://en.wikipedia.org/wiki/PDCA
  • Consider the individuals
  • The IndividualsADKAR modelHiatthttp://www.change-management.com/
  • Consider the interactions
  • The InteractionsAdoption Curve modelRogershttp://en.wikipedia.org/wiki/Diffusion_of_innovations
  • Consider the environment
  • The EnvironmentFive I’shttp://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html
  • The Management 3.0 modelSix organizationalviews based oncomplexity thinking
  • Alexandre CuvaEmail : Organizational Coachingalexandre.cuva@altran.com (Management 3.0, Scrum)Twitter: @cuvaalex Team CoachingBlog: http://agile-alexcuva.blogspot.com/ (Scrum, XP, Kanban)Phone: +41 78 715 8309 Technical Coaching (TDD, BDD, C#, Java, Groovy) Agile Training (Management 3.0, Agile, Scrum, XP)
  • https://plus.google.com/u/0/102628787365618084989http://ch.linkedin.com/in/cuvaalex@cuvaalex (twitter)http://agile-alexcuva.blogspot.ch (blog)http://www.slideshare.net/GToronto management30.com (book) 59