Rewards and Recognition for Agile Teams

1. Ramanathan Yegyanarayanan
• Agile Enthusiast
• Harvard ManageMentor® | ICP-ACC| ICP-TST| KMP 1 |
KMP2 | CSP® | CSM® | CSPO® | PSM I™ | CDA | DA |SAFe®
Agilist
Ramanathan Yegyanarayanan
@Ramanathan1989

2. Good Read

3. Performance Management in
Traditional Vs Agile Teams
Traditional
• Rigid Goals
• Dictation
• Annual Feedback
• Focus on Delivery
• Bossy Leadership
Agile
• Flexible Goals
• Collaboration
• Frequent Feedback
• Focus on Growth
• Supportive Leadership

4. Different Form of Rewards & Recognition
Incentive
& Bonus
In terms of
Time
Raise or
promotion
Temporary
Titles
360-
degree
feedback

5. Theories working in Practical Life
Hawthorne Effect – Elton Mayo
Abraham Maslow's hierarchy of human
needs
(Physiological, Safety, Social, Self-esteem,
Self-actualization)
Fredrick Herzberg’s motivators and
hygiene factors theory
David McClelland’s achievement
motivation theory

6. Barry Boehm

7. Barry Boehm – Top 10 Motivation in
Software Industry
Achievement Possibility for growth Work itself Recognition
Advancement Technical supervision Responsibility Relations with peers
Relations with subordinates Salary

8. Goals
• Set Ambitious Medium-term goals; not short term fixed targets
Rewards
• Base rewards on relative performance; not on meeting fixed targets
Planning
• Make planning a continuous & inclusive process; not a top-down annual event
Coordination
• Coordinate interactions dynamically; not through annual budgets
Resources
• Make Resources Just in time; not just in case
Control
• Base controls on fast frequent feedback; not budget variances
Values
• Bind people to a common cause; not a central plan
Governance
• Govern through shared values and sound judgment; not detailed rules & regulations
Transparency
• Make information open & transparent; don’t restrict & control it
Teams
• Organize around a seamless network of accountable teams; not centralized functions
Trust
• Trust teams to regulate their performance; don’t micromanage them
Accountability
• Base accountability on holistic criteria and peer reviews; not on hierarchical relationships
*Courtesy: Tathagat Varma - Towards Agile Organizations