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Agile4 hr agile tour brussels 2015

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introducing the last results of Agile4HR project regards Agile vs HR and vice versa

Published in: Leadership & Management
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  • @Getjan Lammers, PMP take a look at this https://www.linkedin.com/pulse/les-4-phase-de-transformation-agile-pierre-e-neis?trk=mp-author-card sorry it's in french.
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  • @Getjan Lammers, PMP Hi Getjan. Thanks a lot. The 4 phases slides means that agile isn't the goal or the purpose of a company. It's not a religion. "Over the Fence" is another word or approach meaning "agnostic" or linked to your culture. For the %, I'll make soon a post dedicated on this point in particular in Organisational Development & Change. Cheers.
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  • Hello Pierre, this is a wonderful tour in Agile. Thank you for sharing. What do you mean in the 4 phses slide with 'over the fence' plus % distribution and 'keeping people busy' plus % distribution. Have an excellent day
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Agile4 hr agile tour brussels 2015

  1. 1. AGI LE TOUR BRUSSELS2 NOV. 2015 Agile4Hr Human Relations Over Processes And Tools
  2. 2. 2 People don’t have a propensity for LAZINESS, people have a propensity for HARD WORK, it just needs to be WORK THAT MATTERS TO THEM. Jane McGonigal, Reality is Broken
  3. 3. 3 DURING AL L THESE YE ARS WE THOUGHT T HAT THE WORL D WAS TURNING AROUND US. NOW THE WORLD IS TURNI NG THAT FAST THAT WE DO NOT UNDERSTAND IT ANYMORE . BA CK OF FICE MANAGE R, SWITZ ERLA ND
  4. 4. Agileisnotjustamethodologyor process,it’samindset,acultureand workingcoachingandmanagement approachsupportedbytechniquesand tools. 4
  5. 5. WhatIsThisAllAbout? 5
  6. 6. HumanRelationsover processesandtools 6
  7. 7. WeTryToRespondTo • understand and support agile work and management • attract, hire, retain and get the best from agile people • create an agile culture of real team work and innovation • better manage organisational development and change • better manage personal learning and evaluations • increase speed, performance, results and satisfaction 7 AGILE IS NOT JUST A METHODOLOGY OR PROCESS, IT'S A MINDSET, A CULTURE, A WORKING COACHING AND MANAGEMENT APPROACH SUPPORTED BY LEARNABLE TECHNIQUES AND TOOLS.
  8. 8. What’sNot IT ASSUMES THAT THE CORPORATE CULTURE IS CONSTANTLY EVOLVING TAKING INTO ACCOUNT HUMAN INTERACTIONS. 8 NOT A REVOLUTION NO T NEW AGE
  9. 9. NotCopyAnd PasteOf…. 9
  10. 10. It’s…. A collection of thoughts, emerging patterns of agile leaders and HR professionals from over 10 countries. 10
  11. 11. 11WHAT’S ZALANDO?
  12. 12. 12
  13. 13. 13 I DON’T SAY THAT ZALANDO IS AGILE. BUT THAT CAN BE HOW RECRUITMENT CAN LOOK. TECH COMPANY, CHALLENGING,MODE NERD…
  14. 14. 14 HerePeopleWillNotComeForTheBrand OfTheCompanyButForTheCultureThey Distille
  15. 15. 15 what if the recrutees realise that you are not the bride you pretend to be?
  16. 16. PilarsOfTheConcept 16
  17. 17. 17 PR O DU CT IVITY E FF IC IEN CE EFFECTI VEN ESS P RO D UCTI V ITY: YOU D O A LOT OF WORK, BUT IS IT THE GOOD WORK? EFFICIENCE: YOU DO YOUR WO RK EASILY, BUT DID I T REAC H THE MAXIMUM IMPACT? EFFECTIVENESS: YO U DO THE RIGH T WO RK AT THE RIGH T TIME. IS THE PROC ESS REP EATAB LE? AGILE
  18. 18. 18 PUR POS E MAST ERY AUT ONOMY Purpose = only start the work with clear purpose Autonomy = good results come from autonomous people Mastery = mastery through continuous improvement Result = it’s by combining purpose/autonomy/mastery that you can create a sustainable value delivering organisation SOURCE:  DRIVE »D.PINK
  19. 19. 19 PUR POS E MAST ERY AUT ONOMY Outcome SOURCE: « DRIVE »D.PINK RELATEDNESS SAF E CONTA INER COMPE TENCE MEA NI NG
  20. 20. 20 Build th e right thing BUI LD THE THING RI GHT BUILD IT FAST MANAG EMENT, B USI NESS DOERS/OPERATI ONS AGILE CO ACH / HR Man agem ent business custom ers users OPE RATI O NS AGILE COACHES / HR
  21. 21. BEING HUMAN IS THE VARIABLE IN THE HEART OF E VOLUT ION EST
  22. 22. Let’sMakeATest •what is an agile manager? 22 •what is an agile software developer? •what is an agile architect?
  23. 23. More… • what is a French manager? 23 • what is an Italian Software Developer? • what is a Dutch Architect?
  24. 24. IfWeTakeALookOn AgileTransformation… 24
  25. 25. Project Management Scrum Agile Over the Fence Keeping people busy Phase 1 Project Management Scrum Agile Over the Fence Keeping people busy Phase 2 Project Management Scrum Agile Over the Fence Keeping people busy Phase 3 Project Management Scrum Agile Over the Fence Keeping people busy Phase 4
  26. 26. 26 I SN’T AGILE A CULTURE?
  27. 27. 27 TI ME TO PLAY PIERRE
  28. 28. PI ERR E NEI S | PIE RRE @WE COMPANY.ME AgileAnimal Farm AGI LE THROUGH OUR BEHAVI OURUNDERS TANDING
  29. 29. BA SED ON MARIO MOREI RA’ S WORK StartingWithA Metaphor 01 01 29 HTTP://CMFORAG ILE.BLOGSPOT. FR/ 20 11 /08/AGILE-ANIMAL-FARM.HT ML
  30. 30. THAT’S HOW I STARTED WITH AGILE 30
  31. 31. PurposeOfThisGame 31 UNDERSTANDING THE BASIC PRI NCIPLES OF THE AG ILE CULT UR E A ND UNDE RSTANDING THE IMPACT OF BE HAVIOUR I N AGILE
  32. 32. Impact of this metaphor
  33. 33. THE CHI CKEN ONLY GI VES THEIR EGG S PIGS HAV E TO P UT THEIR F LESH ON TH E TAB LE 33
  34. 34. BA SED ON MARIO MOREI RA’ S WORK Personas& Behaviours 01 02 35
  35. 35. Pigs • They are involved, engaged to the project. In Scrum, it’s the purpose of the Scrum Team (Delivery Team, Scrum Master and Product Owner). • They are committed to the work. They are working in a pigpen with other pigs who love their work. • When Agility is well set, they are all willing to put they «  flesh-on-the-set  » each day because they feel ownership of the work. • They are assertive and accountable for the success of the project and have a majority (if not all) of their performance goals linked directly to the success of the project and their specific Agile team. 36
  36. 36. • They come and go on the project. • While chickens are mostly helpful, because they are contributing their eggs, they don’t always understand the full context because they are n o t a d e d i c a t e d t e a m member. • So occasionally they may accidentally contribute a rotten egg. • They are not accountable for the success of the project, although they may have a s m a l l p o r t i o n o f t h e i r performance goals linked to the success of the project. Chicken 37
  37. 37. Foxes • They like to stealthily move into and through the team seeing who has certain skills and ideas. • Then they like to steal not only resources (Agile team members) for their own teams, but they also steal ideas. • They are not necessarily negative, because they are often so quiet in their manipulative work. • They are dedicated to their own success. 38
  38. 38. Seagulls • They like to fly around the project and not really contribute in any manner. • They enjoy “talking” (mostly hearing themselves speak) and pretend they are adding value, but they are only annoying the pigs (Agile team members). • Often, they like to swoop in so it can look like they are involved (and they’ll tell others this). • They are often quite negative, squawk a lot in a “know it all” manner, and often poop on people and their ideas. 39
  39. 39. Rats • They are deceiver types who will use the trust of the team to gain insight into topics so they can then “rat” on what is going on to others. • Often on Agile teams, they are really deceivers because they are really anti-Agile or just plain negative people. • T h e y o f t e n k n o w t h e decisions that are made based on certain contexts that the team is in, but will twist the truth in order to bring the project down. • It is important to identify these deceivers as quickly as possible and get them off the team. 40
  40. 40. Cats • They are a lazy type on an Agile team that really do not pitch in but instead like to sleep instead. • They are almost purposefully not assertive, have been used to just “getting by” on projects for years, and are not really interested in feeling ownership of the work. • They typically neither positive nor negative and simply like to be left alone. • The other team members will begin to notice this behaviour and realise they are not really interested in becoming part of the team. 41
  41. 41. • They are command-and- control types who think they can continue to tell their folks what to do even though they are dedicated to their Agile teams. • Sometimes referred to as bullies, they charge right into the team and attempt to direct them to their own work and often deviate the team from building product functionality. • Ty p i c a l l y, t h e y a re n o t interested in the Agile mindset because they see it as a challenge to their authority (technical or managerial) or don’t really understand or care about the business benefits of Agile, but instead want to maintain their own status. Bulls 42
  42. 42. ShepherdDog • And finally no farm is c o m p l e t e w i t h o u t t h e Shepherd Dog. • However, on an Agile farm, it cannot be just any Shepherd Dog but instead a benevolent Shepherd Dog who is good to his animals and ensure the animals have what they need to grow and prosper. • The Agile Animal Shepherd Dog encourages, inspires, a n d a l l o w s f o r t e a m a u t o n o m y a n d s e l f organisation. 43
  43. 43. PLAY A ND WORK I T OUT! Let’sTryA Game 01 03 44
  44. 44. Let’sGoBackInThe Past… 45
  45. 45. ‹#›| WE INCREASE RETURN ON INVESTMENT BY MAKING CONTINUOUS FLOW OF VALUE OUR FOCUS. WE DELIVER RELIABLE RESULTS BY ENGAGING CUSTOMERS IN FREQUENT INTERACTIONS AND SHARED OWNERSHIP. WE EXPECT UNCERTAINTY AND MANAGE FOR IT THROUGH ITERATIONS, ANTICIPATION, AND ADAPTATION. WE BOOST PERFORMANCE THROUGH GROUP ACCOUNTABILITY FOR RESULTS AND SHARED RESPONSIBILITY FOR TEAM EFFECTIVENESS. WE UNLEASH CREATIVITY AND INNOVATION BY RECOGNIZING THAT INDIVIDUALS ARE THE ULTIMATE SOURCE OF VALUE, AND CREATING WE IMPROVE EFFECTIVENESS AND RELIABILITY THROUGH SITUATIONALLY SPECIFIC STRATEGIES, PROCESSES AND PRACTICES.  
  46. 46. HrQuestions? 47
  47. 47. CHALLENGE FOR HR ALIGNED WITH BUS IN ESS STRAT EG Y CULTURE LEA DERSHIP ORGANISATI ONA L DE VELOPM ENT CHANGE MANA GE MENT 48
  48. 48. What Is Hr? 49 HTTP://E N.WI KIPE DI A.ORG/WI KI/HUMA N_RESO URCE_M ANAGE ME NT RECRUITMENT TRAI NI NG PERFORM AN CE AP P RAISAL REWAR DING PAY & B ENEFITS COLLECTIVE BAR GAI NI NG GOVERNMENT LAWS STRATEGIC MANAGEMENT OF THE WORKFORCE MERGERS & ACQUI SI TION SUPPORT TALENT MANAG EMENT SUCCESSI ON PLANNING INDUSTRI AL & LABOR RELATIONS DIVERSI TY INCLUSI ON ORGANISATION PSYCHOLOGY EMPLOYEE TURNOVER REG ULATI ON
  49. 49. WE FA CE D FRI DAY LAST QUE STIONS
  50. 50. Organisational Challenges 51
  51. 51. 52 KING FA RMER KING RECRUITED BY GOD THE FAR MER HA S 3 BE EF S THE KNI GHT WA NT S 2 BEE FS THE FAR MER KEEP S 1 B EE F WHE RE SHOULD HE COMP LAIN?
  52. 52. 53 JUNIOR JASON IS A JUNIOR . HE IS VE RY PA SSI ONAT E A BOUT HIS NE W JOB. WHERE CAN HE GOT THE RI GHT INFORMAT ION. HOW LONG SHOULD IT TA KE ?
  53. 53. 54 JAS ON JASON LOVE T O DANCE . HE ME ET ELI SA , A SSI STANT OF THE CEO, AT THE SA LSA COURSE. THE Y BE COME CLOSE R. T HEY TA LK ALL THE TI ME A BOUT T HE COMPA NY DURING THEI R F REE T IME . JASON HAS NOW MORE I NF OR MAT ION THA N HI S SUP ERVISOR . ELSA
  54. 54. TheQuestionsThat EveryoneIsAsking 55
  55. 55. UNDE RSTAND AND SUPPORT AGILE
  56. 56. ATT RA CT, R ECRUT, R ETAIN, GET THE BEST AGILE PE OP LE
  57. 57. BA SED ON REA L TE AM WORK, DIVER SI TY BUILD A N AGILE CULTURE
  58. 58. ORGANISATI ONA L DE VELOPM ENT AND CHA NGE MANA GE BE TTE R
  59. 59. INDIVIDUAL LESSONS LEAR NE D AND EVALUAT IONS BE TT ER MANAGE
  60. 60. SPE ED, P ERF OR MANCE, SATISFACTI ON INCREA SE
  61. 61. Conclusion 62
  62. 62. AgileIsEasy 63
  63. 63. 64 DELIVER AT LEAST ONCE A MONTH INSPECT AND ADAPT T RE AT P E OPL E L IKE A D ULTS A SK T H E T E A M
  64. 64. agile hacked by HR… or reverse?
  65. 65. AgileIs 66
  66. 66. 67
  67. 67. THANK YOU
  68. 68. 69 PIERR E E. NEIS PIERRE@WECOMPA NY.ME Human Agile by Nature W WW.AGILE4HR.NET

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