Building Hyperproductive Agile Teams: Leveraging What Science Knows
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Building Hyperproductive Agile Teams: Leveraging What Science Knows

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The key impediments that prevent many organizations from ever realizing the promise of agile and lean aren’t rooted in processes or tools. The impediments stem from the organization’s leaders. ...

The key impediments that prevent many organizations from ever realizing the promise of agile and lean aren’t rooted in processes or tools. The impediments stem from the organization’s leaders. Sharing an interdisciplinary overview of the most compelling science and research in the aspects of team performance, Michael DePaoli shows that it is largely ignored. Michael presents a holistic model for building lean/agile teams that combines what science knows enables teams to achieve that elusive state of “flow.” He describes the key external forces—safety for learning, team formation, team tasking, the motivational system, and leadership style—that affect an agile team’s ability to achieve flow. Learn the basics of this model and how Michael is applying it with clients today. Use this model to build your teams and drive agile at scale while evolving the broader organization to harness the promise of agile and lean product development.

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Building Hyperproductive Agile Teams: Leveraging What Science Knows Building Hyperproductive Agile Teams: Leveraging What Science Knows Document Transcript

  •     AW9 Session  6/5/2013 3:45 PM                "Building Hyper-Productive Agile Teams: Levering What Science Knows"       Presented by: Michael DePaoli VersionOne             Brought to you by:        340 Corporate Way, Suite 300, Orange Park, FL 32073  888‐268‐8770 ∙ 904‐278‐0524 ∙ sqeinfo@sqe.com ∙ www.sqe.com
  • Michael DePaoli Version One A contributor to the IT community for twenty-seven years, Michael DePaoli has been practicing agile and lean approaches to software development since 1996. Michael gained his experience working in roles from programmer to product manager to CTO in companies including Adobe Systems, American Express, Sprint, and VersionOne. His area of expertise is helping organizations craft agile transformation approaches that establish agile and lean values, principles, and practices to begin an agile/lean transformation while crafting a strategy for the change needed to successfully scale and integrate agile within an organization. Michael has a keen interest in applying systematic thinking with an interdisciplinary studies approach to his work.  
  • 6/4/2013 Building High Performing Agile Teams: Leveraging What Science Knows Michael DePaoli DePaoli & Associates 2013 Better Software & Agile Development West Conference Las Vegas, NV - June 5th , 2013 Your Presenter Michael DePaoli Sr. Lean-Agile Coach, cPrime 13 Years Agile and Lean experience 26 Years in software industry – roles from developer to CTO, Product Owner, Management Consultant Experience gained at American Express, Adobe Systems, AOL, Deloitte Consulting, Sapient and NetApp Specializing in helping companies craft strategies for Lean-Agile transformation and context specific tactics leveraging systems & interdisciplinary thinking mikedep01@gmail.com http://www.linkedin.com/in/mdepaoli @AgileMike 1
  • 6/4/2013 Your Frame of Mind For This Talk Framework for High Performance Lean-Agile Organizations © 2013, all rights reserved Michael DePaoli - Used with permission 2
  • 6/4/2013 Lean-Agile Orgs – Organic and Co-Evolving Infertile Environments for Human Systems Cause Lack of Success In Agile Transformations Falling Performance Quality Transparency Learning Improvement 3
  • 6/4/2013 Ingredients to Achieve Team Lean-Agility Commitment to Continuous Improvement Agile Requirements Management Technical Excellence Lean-Agile Competence Value Centric Pull-Based Planning & Execution Collaboration and Transparency Disciplined Approach to Frequent Value Delivery © 2013, all rights reserved Michael DePaoli - Used with permission Framework for High Performance LeanAgile Organizations Focus of our Time Today © 2013, all rights reserved Michael DePaoli - Used with permission 4
  • 6/4/2013 ServantServant-Leadership “You must be the change you want to see in the world.” -Mahatma Gandhi Image Source: http://cloudsforscience.blogspot.com/ 5
  • 6/4/2013 Competent Change Management Illustration by Michael Erickson, based on the Virginia Satir change model Incompetent Change Management “The Silver Bullet Jump” Illustration by Michael Erickson, based on the Virginia Satir change model 6
  • 6/4/2013 Quality Focus Alignment to Quality Balancing Demand with Capacity What Really Matters? 7
  • 6/4/2013 Motivation 3.0 - Motivation for a New Era Source: Dan H. Pink and Thought Leaders Learning Institute Autonomy “The desire to direct our work and our lives” Task Time Technique Team 8
  • 6/4/2013 Autonomy Audit With 10 being the IDEAL level of autonomy that would allow you to produce the best set of results and be optimally engaged… Please rate your current level of autonomy: Task: How much autonomy do you have over your tasks at work; your main responsibilities and what you do in a given day? 1 2 3 4 5 6 7 8 9 10 Time: How much autonomy do you have over your time at work; when you arrive, leave and how you allocate your hours each day? 1 2 3 4 5 6 7 8 9 10 Technique : How much autonomy do you have over your technique at work; how you actually perform the main responsibilities of your job? 1 2 3 4 5 6 7 8 9 10 Team : How much autonomy do you have over your team at work? To what extent are your able to choose the people with whom you typically collaborate? 1 2 3 4 5 6 7 8 9 10 Autonomy Audit 9
  • 6/4/2013 Mastery “Making progress at something that matters” Flow Goal Clarity Performance Feedback Mindset Pain Asymptote Three Laws of Mastery Mastery is a Mindset. This means: We have to believe we are capable of getting better (Incremental vs. entity). What people believe shapes what people achieve. Mastery is a Pain. This means: When we exert effort and grit the work has more meaning. Mastery involves working and working and showing perhaps only incremental improvement Mastery is an Asymptote . This means: While we can never actually achieve it - that fact makes it more alluring. Mastery is an asymptote because you can never quite attain it, you will get close but perfection is not possible to fully attain. 10
  • 6/4/2013 Mindset is the Key to a High Performing Lean-Agile Team Fixed Mindset Growth Mindset Wants to prove intelligence or talent. Wants to improve intelligence or talent. Avoids challenges for fear of failure. Engages challenges to improve. Gives up in the face of tough obstacles. Persists in overcoming obstacles. Avoids hard labor. Sees labor as the path to success. Treats criticism as an attack. Treats criticism as an opportunity. Feels threatened by others’ success. Feels inspired by others’ success. Adapted from ‘Mindset: The New Psychology of Success’ by Carol Dweck So Which Do You Want To Be? 11
  • Licensed under CC BY-NC-SA 2.0 Some rights reserved by evalottchen Flow – 8 Components of Enjoyment Licensed under CC BY-NC-SA 2.0 Some rights reserved by evalottchen Visual Overview of Flow 6/4/2013 12
  • 6/4/2013 Purpose “The yearning to do something in service of something larger than ourselves” Individual Purpose Organizational Purpose Aligning Purpose Environment for High Performance Lean-Agile Teams Focus has been here but don’t forget the rest © 2013, all rights reserved Michael DePaoli - Used with permission 13
  • 6/4/2013 Considerations for Going Forward • Must have a Systemic View to build high performing teams that result in a high performing organization • Make no mistake, this framework covers what is a complex system • Holistic perspective needed enable identification and understanding potential cause and effect of changes in sub-systems to the whole • How to measure the different components of the framework? • Much of what needs to be measured is subjective • Such systems are ever evolving and needs to be tuned “It had long since come to my attention that people of accomplishment rarely sat back and let things happen to them. They went out and happened to things.” - Leonardo Da Vinci Be Happening… 14
  • 6/4/2013 References • ‘Brain Rules: 12 Principles for Surviving and Thriving at Work, Home, and School’ by John Medina • ‘Drive’ – Dan Pink • ‘Flow’ by Mihaly Csikszentmihalyi • ‘Kanban’ – David Anderson • ‘Mindset: The New Psychology of Success’ by Carol Dweck • ‘Predictably Irrational’ by Dan Ariel • ‘Satir Change Model’ – Virginia Satir • ‘Switch’ by Chip and Dan Heath • 'The Servant as Leader' by Robert K. Greenleaf • ‘eXtreme Programming Explained’ by Kent Beck • ‘Your Brain at Work’ by David Rock Gauging Autonomy TIME TEAM TASK TECHNIQUE 15