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Bar Camp Gent The Myth Of Self Organizing Teams
 

Bar Camp Gent The Myth Of Self Organizing Teams

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  • www.PairCoaching.net

Bar Camp Gent The Myth Of Self Organizing Teams Bar Camp Gent The Myth Of Self Organizing Teams Presentation Transcript

  • The Myth of Self-Organizing Teams www.PairCoaching.net Yves Hanoulle PairCoaching.net
  • PairCoaching.net
    • Leadership Coach
    • Coaching & Consultancy Services on agile & Team practices
    • Founder of PairCoaching.net
    • Invented leadership Workshops
    • Father of Joppe (2002), Bent (2004), Geike (2007)
    • Partner of Els Ryssen
    • Online Life
      • Web: http ://www.PairCoaching.net
      • LinkedIn http://www.LinkedIn.com/in/YvesHanoulle
      • Blog: http :// PairCoaching.wordpress.com
      • Twitter: http://www.twitter.com/YvesHanoulle
      • Slides: http ://www.slideshare.net/YvesHanoulle
      • Flickr: http://www.Flickr.com/YvesHanoulle
      • Books: http ://www.librarything.com/catalog.php?view=YvesHanoulle
      • Mail : Firstname at PairCoaching.net
      • Mobile: +32 476 43 38 32
      • Skype: YvesHanoulle
    Yves Hanoulle.About()
  • You.About()
    • Who are you?
      • Name
      • (Company affiliation)
      • Title/function
      • Job responsibility
    • How do you know PairCoaching.net?
    • What do you know about the topic?
    • Other info you like to share?
    • What questions do you want to be answered?
  • Facilities
    • Class hours 9:00 17:00
    • Building hours 8:15 18:30
    • Personal Computers
    • Restrooms
    • Phones
    • Messages
    • Smoking
    • Recycling
    • We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:
    • Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan
    • That is, while there is value in the items on the right, we value the items on the left more.
    The agile Manifesto
  • Principles behind the Agile Manifesto
    • Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
    • Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
    • Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
    • Business people and developers must work together daily throughout the project.
    • Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
    • The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
    • Working software is the primary measure of progress.
    • Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
    • Continuous attention to technical excellence and good design enhances agility.
    • Simplicity--the art of maximizing the amount of work not done--is essential.
    • The best architectures, requirements, and designs emerge from self-organizing teams.
    • At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
  • Agenda
    • A Team Life Cycle
    • Situational Leadership for teams
    • Replace Storming
  • Team Life Cycle
  • Team Life Cycle
  • Team Life Cycle
  • Team Life Cycle
  • Team Life Cycle
  • Situational Leadership Little Stearing Lot Lot Little
  • Stearing
    • Task Oriented behaviour
      • Set goals
      • Organising
      • Define timeboxes
      • Give directions
      • Checking up (control)
  • Support
    • Relation oriented behavior
      • Supply support
      • Communication
      • Collaboration improving
      • Active listening (See my next Session)
      • Give relational feedback
  • Situational Leadership Little Stearing Lot Lot Little
  • Situational Leadership Little Stearing Lot Lot Little
  • Situational Leadership Little Stearing Lot Lot Little
  • Situational Leadership Little Stearing Lot Lot Little
  • Situational Leadership Little Stearing Lot Lot Little
  • Team Life Cycle 2.0
    • Personal Alignment
      • Investigate
    • Shared Vision State
      • Much deeper and mature then Storming phase
  • Sources
    • Bruce Tuckman
      • Forming-Storming-Norming-Performing
      • http://en.wikipedia.org/wiki/Forming-storming-norming-performing
    • Situational Leadership Hersey-Blanchard
      • http://en.wikipedia.org/wiki/Situational_leadership_theory
    • The Core Protocols
      • http://www.mccarthyshow.com/Portals/11/docs/TheCoreV3.pdf
    • Reboot Your team to Team 2.0
      • http://www.paircoaching.net/workshop_en.php?cursusID=3&title=Reboot%20to%20Team%202.0
  • Feedback, Questions & Tomatoes
    • Web: http://www.PairCoaching.net
    • Blog: http://PairCoaching.wordpress.com
    • Linkedin http://www.Linkedin.com/in/YvesHanoulle
    • Twitter: http://www.twitter.com/YvesHanoulle
    • Slides: http://www.slideshare.net/YvesHanoulle
    • Flickr: http://www.Flickr.com/YvesHanoulle
    • Books: http://www.librarything.com/catalog.php?view=YvesHanoulle
    • Mail : Firstname at PairCoaching.net
    • Mobile: +32 476 43 38 32
    • Skype: YvesHanoulle
  • Thank you!!
    • PairCoaching: the way to leading greatness
    • www.PairCoaching.net