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Let's Talk about the "I" in Agile (Italian Version)


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Possiamo sicuramente essere agili in ambienti agili. Ma si può essere agili in un contesto che non lo è? Parliamo dell'importanza del contributo del singolo all'ambiente lavorativo. L'idea è focalizzarsi sulle buone pratiche e consigli, basati su metodologie agili, che ogni individuo motivato potrebbe adottare per migliorare alcuni aspetti fondamentali del lavoro quali comunicazione, performance e qualità tecnica, anche lavorando in un ambiente non agile.

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Let's Talk about the "I" in Agile (Italian Version)

  1. 1. Let’s talk about the “I” in Agile. Johan Duque @JohanDukke
  2. 2. nd v duals nteract ons Work ng Software Stor es Collaborat on Pr nc ples S mpl c ty Parad gms Behav or Sk lls Techn ques Pragmat sm Att tude
  3. 3. nd v duals nteract ons Work ng Software Stor es Collaborat on Pr nc ples S mpl c ty Parad gms Behav or Sk lls Techn ques 3 Pragmat sm Att tude
  4. 4. Ag leLet’s talk about it!
  5. 5. Agile is a paradigm, Not a dogma! It is actually meant to make things easier. Not to complicate them. Keep on mind that:
  6. 6. Robert Martin The word "paradigm" means "pattern". Agile describes a pattern of behavior. Agile is a paradigm. That pattern of behavior is recognizable on the surface based on behavior. It does not require you to look into the hearts of those who execute it. It does not represent a political ideology. It is not a mindset. I once overheard a young agilista say to his mentor that Agile was driven by a kind of leftist idealism: Liberté, égalité, fraternité. This is incorrect. A team can be just as agile in a deeply command and control environment. If you want to know if a team is agile, just look at how they behave. Are they working in very short cycles (1-2 weeks)? Are they adjusting course based on short term outcomes? Are their choices based upon current estimates of business value? Is their output high in technical quality? Do they maintain consistent velocity? These are all aspects of agile behavior. If you see such behavior, the team is agile. If you don't see that behavior, the team is not agile.
  7. 7. “Agile describes a pattern of behavior.”
  8. 8. “A team can be just as agile in a deeply command and control environment.”
  9. 9. “If you want to know if a team is agile, just look at how they behave.”
  10. 10. We can certainly be Agile in an Agile environment!
  11. 11. But…
  12. 12. What about being Agile in an unagile context?
  13. 13. What about being Agile in an unagile context?
  14. 14. Sponsored session…
  15. 15. ) Simplicity --the art of maximizing the amount 
 of work not done-- is essential.
  16. 16. Follow Wheaton’s Law…
  17. 17. Richard William Wheaton III (born July 29, 1972) American actor, blogger, voice actor, and writer. He is known for his portrayals of Wesley Crusher on the television series Star Trek: The Next Generation, Gordie Lachance in the film Stand by Me, Joey Trotta in Toy Soldiers as well as Bennett Hoenicker in Flubber. Wheaton has also appeared in recurring roles as Aqualad in Teen Titans, Cosmic Boy on the Legion of Super Heroes and Mike Morningstar/ Darkstar in the Ben 10universe. He has as well regularly appeared as a fictionalized version of himself on the CBS sitcom The Big Bang Theory and in the roles of Colin Mason on Leverage and Dr. Isaac Parrish on Eureka. Wheaton is also the host and co-creator of the YouTube board game show TableTop.
  18. 18. A Dick, is a pejorative term for individuals who are considered to be rude, arrogant, abrasive, inconsiderate. In this context, it can be used interchangeably with jerk.
  19. 19. HOW TO NOT BE A DICK a simple guide… Start Are you being a dick? Don’t be a dick! Awesome, you’re making good choices! Yes No
  20. 20. Choices
  21. 21. Make conscious choices. For every decision a customer makes, you take a bunch of them, so take always time to do what’s right (Agile). As part of the digital revolution, you’re changing the world! After all, the only way to be right about the future, is to make the future yourself.
  22. 22. Busy is not equals to productive Physical work has a clear start and stop point. Cognitive work never ends.
  23. 23. BUSY PRODUCTIVE VS Busy is not equal to productive Physical work has a clear start and stop point. Cognitive work never ends. Many priorities Say yes quickly Talk too much Multitasking Respond quickly to notifications Few priorities say no (or yes slowly) Let results do the talking Focus in a single task Take time to answer
  24. 24. Identify Team Toxins They are: - Blaming/Criticism - Defensiveness - Contempt - Stonewalling Used frequently they become highly destructive to relationships – both personal and professional.
  25. 25. GOLDEN “Do unto others as you would have them do unto you.” PLATINUM “How you want to be treated is not as important as how the other person wants to be treated.” VS
  26. 26. • Use an “I” to explain needs • Assume your responsibility • Build a nice culture, appreciate • Take a break and relax yourself • Blaming/Criticism • Defensiveness • Contempt • Stonewalling ANTIDOTES TO TEAM TOXINS
  27. 27. ) Richard H. Thaler 2017 Nobel Prize for Economics Behavioural science and economics at the University of Chicago Co-author of the 2008 best-seller “Nudge” has “built a bridge between the economic and psychological analyses of individual decision-making,” 
  28. 28. )
  29. 29. Nudge Is a concept in behavioural science, political theory and economics which proposes positive reinforcement and indirect suggestions to try to achieve non-forced incentives and decision making of groups and individuals.  A nudge is any aspect of the choice architecture that alters people's behaviour in a predictable way. To count as a mere nudge, the intervention must be easy and cheap to avoid. Nudges are not mandates.
  30. 30. “By knowing how people think, we can make it easier for them to choose what is best for them, their families and society.” Richard Thaler
  31. 31. Summary…
  32. 32. Nudge Theory
  33. 33. Johan Duque @JohanDukke • • Marcelo Rampazzo • • • • • • Useful links