Motivators for an Agile team in a non-Agile organization
Upcoming SlideShare
Loading in...5
×
 

Motivators for an Agile team in a non-Agile organization

on

  • 491 views

Presented at Agile Goa 2013 conference on 22nd Sep 2013

Presented at Agile Goa 2013 conference on 22nd Sep 2013

Statistics

Views

Total Views
491
Views on SlideShare
491
Embed Views
0

Actions

Likes
1
Downloads
14
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Motivators for an Agile team in a non-Agile organization Motivators for an Agile team in a non-Agile organization Presentation Transcript

  • Agile team motivators in a non-Agile organization Reality or myth? Agile Goa 2013 Manjunath MV
  • 2 / GE Presenter and Event / 9/23/2013 • Currently: Agile Coach @ GE Healthcare, India • 17+ years in the IT industry; 5+ years in the Agile world • Previous employment included: ThoughtWorks, India • Email: manjunath.mv@ge.com Cell: +91-90083-07313 • My favorite books:  Bhagavad-Gita  The Alchemist – Paulo Coehlo  The Lean Startup – Eric Ries  Coaching Agile Teams – Lyssa Adkins • My favorite quote: “Think BIG. There are unseen forces ready to support your dreams..” About me
  • 3 / GE Presenter and Event / 9/23/2013 First, food for thought! What are the likely contributors for this situation? Your customer and you wanted to feel like this: You and your customer ended up like this: During and upon completion of your project: instead… Entire world is ours!
  • 4 / GE Presenter and Event / 9/23/2013 • Individual heroism • Dependencies on several external teams whose availability is a premium • Misalignment in goals of different stages of the processing pipe – teams/org vs. Customer • Long (and/or phased) release cycles – typically 12-18 months SDLC • Collaboration with transparency bottlenecks – many handshake points • Agile practices in ‘Silos’ • Few pilot teams with inadequate experience • Force fit into existing processes Possible contributors Can Agile be a silver bullet here? What helps in delivering the ‘right solution’ to the customer?
  • 5 / GE Presenter and Event / 9/23/2013 Our focus today: motivation factors Key factors: • Motivated team • Collaborative environment promoting transparency and continuous, validated learning Delivering the solution Popular choices in the market today: • Agile – Scrum, XP, Hacking,… • The Lean Startup • What else have you heard/seen? Based on: 1. Drive – excellent book by Dan Pink 2. Results of our experiments with our teams
  • 6 / GE Presenter and Event / 9/23/2013 Dan Pink’s Drive – my key takeaways Surprising Truth about Motivation: Carrots and Sticks are counter-productive for any job that requires conceptual, creative thinking:  Is there any such job in the Agile world ? Exercise: Break into smaller groups, discuss and identify 3 motivation factors. Two studies funded by the Federal Reserve Bank and done by economists at MIT / University of Chicago / Carnegie Mellon university: 1. MIT students 2. Madurai India
  • 7 / GE Presenter and Event / 9/23/2013 Dan Pink’s Drive – my key takeaways Surprising Truth about Motivation: Carrots and Sticks are counter-productive for any job that requires conceptual, creative thinking:  Is there any such job in the Agile world ? Key drivers for motivating people:  Purpose (Transcendental)  Autonomy (Desire to be self-directed)  Mastery (Get better at stuff)
  • 8 / GE Presenter and Event / 9/23/2013 Our experience summary - purpose Shared vision • Quarterly releases – what matters to the business? • Team Core Values (Game) - what matters to YOU? :  Maximize customer satisfaction  Keep it simple  Teamwork  Commitment Consistent messages from the Leadership • Why Agile? (business view) • What do you need to be Agile? (leadership commitment) • Pioneering journey in our world (of packaged applications & GE businesses)! • Different leaders, different occasions  Team meetings / All Hands  Roundtables  Recognition events, etc More about the Values Game:
  • 9 / GE Presenter and Event / 9/23/2013 Cross-functional team • Core + dependent roles • No longer separate teams of Producers & Reviewers/Approvers • Empowered team for quicker decisions and faster delivery of a shared goal Continuous Improvements • Both “just do its” and “big rocks”  Agile retrospectives  Lean workouts “just do its”  Eliminate duplicate test cycles/environments  Embed CM engrs into the scrum team  VM-Tester pairing for reviews “big rocks”  Reduce IQ time to two days from eight days  Documentation simplification  Enterprise grooming Our experience summary – autonomy
  • 10 / GE Presenter and Event / 9/23/2013 Our experience summary: mastery What worked/is working? • Crawl - walk – run, incrementally! [Shu-Ha-Ri model of Martial Arts] • Opportunity to experiment with different roles • Recognitions and timely celebrations  TEAM rewards/recognition  Dinner/lunch after key milestones  Cake/snacks before new release
  • 11 / GE Presenter and Event / 9/23/2013 Our experience summary: business results Enabling business… with Agility
  • 12 / GE Presenter and Event / 9/23/2013 What next? Autonomy/Mastery: • Agile Champions Team Award:  Each team picks their three improvement areas over next three months  The team sets their target bar  Demonstrate results after three months to rest of the organization  In addition to formal recognition, share knowledge and help other teams too!  Of course, all teams start on their next set of 3 improvements in the coming quarter Purpose: • At work for a healthier world  Build better products, faster (The Lean Startup) Mastery: • Scrum Champion Individual Award:  Nominated by peers based on prior sprints  One nomination per team  Exemplary incremental improvements, challenged status quo and/or introduced new processes that improved the productivity or quality