At2012 chennai driving_changebyencouragingrightbehaviours_maheshv


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At2012 chennai driving_changebyencouragingrightbehaviours_maheshv

  1. 1. Driving Change by Encouraging Right Behaviours Mahesh Varadharajan 20th October 2012
  2. 2. Mahesh Varadharajan• Education o B.Tech – Information Technology o PGWPM (Great Lakes Institute of Mgmt) o Certified Scrum Master• Current Role: o Agile Consultant & Coach• Organization: o Cognizant Technology Solutions• My Activities: o Agile Trainings / Simulation Workshops o Agile Readiness / Maturity Assessments o Coaching Agile Transformation o Agile Project Management Support
  3. 3. Change fromWaterfall to AgileNormal function roles to agile rolesNormal response to change to being apart of the changeWorking against set targets tocontinuously raising their own barsManagement commitment to teamcommitment
  4. 4. Today’s Business ScenarioBusinesses forced to respond at amore rapid pace to keep up withchanging landscapeCompetitive forces increase the rate ofspeed even more as product cyclesgrow shorter and shorterCustomers and stakeholders fistsadamantly pound for more or differentapplication requirementsSolution:The value proposition of an Agileprocess is delivering continuousbusiness value faster and ensuringthat that value lasts over time
  5. 5. Why should we Change/Care Now?• The Answer is Simple !!! Agile Really Pays• Promotes rapid delivery of tangible results to customers through iterative application releases o This allows the business to provide feedback resulting in business- driven feature prioritization• Increase IT and business alignment by focusing on only delivering the functionality necessary to meet business goals• Realize benefits in productivity, quality and return on investment• Improve responsiveness to change• More Importantly, consider adopting agile because it helps teams fulfill their moral duties and obligations as product developers beyond the “Faster-Better-Cheaper” motivators.
  6. 6. Key Messages• Focus on thoughts, feelings and values to achieve great results• Start making changes by changing yourself• Continuous reflection and continuous improvement are the keys to success
  7. 7. Why People Aspects?Any change involves peopleAgile values people, interactionPeople’s belief, crucial to AgileResearch says..Good projects are built aroundmotivated individualsAgile helps you to leverage TacitKnowledge through conversations Challenge: Agile Roles performing in Current Organizational setup
  8. 8. It begins with an Agile Belief• How will it be ?• If in a Basket ball match, Players o Don’t know how to play, o Un aware of the rules of the games o Un aware of their common goal o No score board o Coach instructs every move as the game is played o Have no winning spirit• Agile o Value and beliefs o Common Goal o Winning Spirit Agile Belief: Key to Success
  9. 9. Performance is just the tip of the iceberg
  10. 10. Definition of Insanity
  11. 11. How can we bring Self-Organization in Agile Context?• Apprenticeship over Classroom Training o Tacit Knowledge• Collaboration over Document Handoff o For Knowledge Management• Argumentation over Passive Acceptance o For Logical conclusions• Constructive Conflict Mining over Artificial Harmony• Aggregating Team Intelligence over Intelligence of Individuals• Psychological distance solvent over Geographical distance solvent
  12. 12. High Performance Tree
  13. 13. The Stop Doing List1. Winning too much2. Adding too much value (giving too much information)3. Passing judgment4. Making destructive comments5. Starting with ‘No’, ‘But’, ‘However’6. Telling the world how smart we are7. Speaking when angry8. Negativity, or ‘Let me explain why that won’t work’9. Withholding information10. Failing to give proper recognition11. Claiming credit that we don’t deserve12. Making excuses13. Clinging to the past14. Play favourites15. Refusing to express regret16. Not listening17. Failing to express gratitude18. Punishing the messenger19. Passing the buck20. An excessive need to be ‘me’21. STOP trying to change others The Stop Doing List by Marshall Goldsmith: Selfish Programming
  14. 14. Problem - Team Dysfunction Model Patrick Lencioni
  15. 15. Solution - Team Leadership ModelTeam Leadership is a condition of a team Reduction of uncertainty Comes from clear messages Leads to focused actions that cannot easily be misinterpreted Developing channels for continuous feedback Uniform effort balance - Sustainable pace Having a very high fun factor
  16. 16. Belbin Team Roles: Measures Behaviour not PersonalityTeam Roles are used to identify peoples behavioral strengthsand weaknesses in the workplace. This information can be usedto Build productive working relationships, Select and develophigh-performing teams, Raise self-awareness and personaleffectiveness, Build mutual trust and understanding, Aidrecruitment processes.
  17. 17. Team Role Definition By Dr. Meredith Belbin “A tendency to behave, contribute and interrelate with others in a particular way”“A team is not a bunch of people with job titles, but acongregation of individuals, each of whom has a role which isunderstood by other members. Members of a team seek outcertain roles and they perform most effectively in the ones thatare most natural to them” ~ Dr. R. M. Belbin
  18. 18. Sustain Values & Principles: Agile Amplifiers
  19. 19. Active Learning Thro’ Feedback Spiral
  20. 20. Lean Principles of Lean Software Development disciplines brainstormingEliminate waste Build Quality In Create knowledgeDefer commitment Deliver as fast as possible Respect people Optimize the whole
  21. 21. Shu-Ha-Ri Pattern In Team MembersFollowers– Initial guidance needed to come up to speed– Show progress after some hand holding– Need to be mentored to grow into volunteersVolunteers– Self inspired– Take technology and process initiatives– Come up with ideas that build the team– Implement innovative concepts– Lift the teamMentor– Servant Leader & Authority used to serve the needs of others– Genuine compassion for his people & knows the problems as a whole– Finds the solution to the problem– Has the skill to carry out the solution– Develop the next generation of leaders
  22. 22. Different Ways
  23. 23. Conclusion• If you want great results, you should focus on the roots (thinking, values, etc.)• Stop changing others (and start changing yourself)• Continuous improvements is the key at all levels
  24. 24. A Chinese ProverbThe best time to plant a tree was twenty years ago. The second best time is now. “ You must be the change you wish to see” - M.K.Gandhi, Father of Modern India