The Elephant In The Room: Motivation (2nd revision)

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This is the second revision of one of my favorite talk about how to improve people's motivation during agile adaptation. I presented it in the April'13 event of Google Developers Group (GDG) Istanbul.

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The Elephant In The Room: Motivation (2nd revision)

  1. motivationTips to ımprove motivationLemİ Orhan ERGİNPrincipal software engineer @SonyThe elephant in the roomthroughout agile transformationFounder& Author@ agilistanbul.comgdgİstanbulApril 2013
  2. Lemi Orhan ErginPrincipal Software Engineer at Sony EuropeHas worked in eBay & Sony as developer,scrum master, team leader and technicalcoordinator in tens of projects since 2001CSM since 2009 (Trained by James Coplien)Played Scrum Master for more than 1 yearParticipated 56 sprints in 4 yearsExperienced in agile transformationExpertise in building agile culture in softwaredevelopment teams and organizations
  3. Motivation is a common problemin all organizations(not only ın agile or non-agile organizations)
  4. Formetoo!
  5. I cannot improve myself!Always doıng the same job, workıng on same stuff, nothing newYou cannot ımprove yourself ın daıly jobHard to establish motivation, hard to focus on workFixing bugs for years, no innovation at allStuck on same technologies, same way of workingNot allowed to ınnovateDamn it! Tons of documentation to prepare before doıng the jobEvery work is personal, no teamwork requiredWarned in case of a failure, not rewarded on successUnwilling to ımprove & ınnovate
  6. I feel unhappy!I am unhappy and my manager does not know itThere is a negative athmosphere in the officeNo one is asking my ideas on anything, ı just do my jobPeople are arguing via emails and nothing is resolvedno one is listening meEven if ı tell my problems to my manager, nothing will changePeople do not trust each otherNot feeling as part of the companyI am not a resource or a headcount
  7. What we really want is to...
  8. Be successful and build well-crafted softwareHave a voice & more responsibilities & participate discussionsBe recognized for hard work & appreciatedBuild Software without an Act of CongressBe focused and not interrupted frequentlyHavE a manager who listens and cares youLearnnew things & sharE our knowledgeHavE challenges & solvE problemsHavE chanceS to use creativityBuild something that mattersGet feedback frequentlyBe a part of a team
  9. agile understands you
  10. Agile cares people & cooperationBuild projects around motivated individualsGive them the environment and support they need, and trust them to get the job done.The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.The best architectures, requirements, and designsemerge from self-organizing teams.At regular intervals, the team reflects on howtobecome more effective, then tunes and adjustsits behavior accordingly.http://agilemanifesto.org/principles.htmlPrinciples behind the agile manifesto
  11. Agile is human centricTeamworktrustself-organizationempowered teamscontinuous improvementretrospectivesfail fastshort feedback loopssustainable paceproxy to interRuptionsface-to-face communication
  12. agile is the mindset
  13. doing agilemakes you motivatedbeing
  14. What youve done is not important,instead how youve done is the keydoing agilebeing agile
  15. Agile transformation is Cultural change iscultural change Tough & Not easy
  16. Agile transformationscarespeopleThis is a new way of workingStatus quo makes people feel safe
  17. What are the symptomsOf the motivation challenge?
  18. Daily stand-upare the windowsshowing the levelof motivationmeetings
  19. Daily stand-up15 mins sync meetingmeetingsAll team members standingAnswering 3 questions:- what I did yesterday- what I plan to do today- what impediments I have
  20. noisyMotivated teams unMotivated teamscomplexchaotichumorcuriousInformation richhelpfulDesire to successOn timeboredImpatient to endIndividuals reportingDo not listen othersWaiting to be assignedNo questionsLess details about issuesLess desire to successUsually late
  21. I dont like agile or scrumWriting down every task has no meaningPlanning poker is a waste of timeFeeling not commited to the sprinT goalI Work on the stories that I likeI am more productive when I work alonescrum is the new waterfallIts impossible to do scrum in our teamAgile is being focused on processesI dont want to lose my titleI dont like Scrum at allIts quite common to resist agile
  22. How can we break the resistanceAnd improve the motivation?
  23. Answer is simple:By building an agile culturebuthow?
  24. Agile is not only aboutProject planning
  25. Agile is aboutProject planningdevelopment practicesCustomer satisfactionTeamworkmotivation This is what we areinterested in now
  26. 1Train everyone
  27. Have a goodservantbeing as charismatic asRussel Crowe is not a must ;)leader
  28. servantNot a technical leadleaderNot a team leadNot a managerNot a project managerMaster of agileWell trainedHas the agile mindsetCould be, but normaly
  29. Servant leader is the keyKnows agile better than anyone elseObserves and guides the teamKeeps the team disciplinedCreates environment safe to failIs a full time jobBuilds trust in the teamResolves impediments
  30. Build a culture of2collaboration
  31. Brown bag sessions39 weeksinternal trainings34 internal speakers1 external speaker19 Reserved topicsThe way we buıld collaboration culture in sony
  32. collaboration is the keyEncourageteamwork and pair workLet the people share their knowledgeBrown Bag SessionsContinuous improvement and kaizenEfficient retrospectives
  33. raise3 CRAFTSMEN
  34. Mediocrity is a trapDont fall into it
  35. The worst outcome is not failure — it’s mediocrityFailurelets you moveon, mediocritystallsyou and keepsyou fromreaching your potential.Pursue something soimportantthatevenif you fail, the worldis better off with you havingtriedDrew Houston (founder/CEO of Dropbox)
  36. craftsmanship is the keyImprove crafts of people by practiCingteach new technologiesPush people to let them learn new stuffHave seniors as MODELS FOR JUNıORSPoC Projectskatas, dojos
  37. use Feedback loops 4
  38. Feedback loop is the keyEfficient retrospectivesServant leader works close to team membersUse all ways of CommunicationPerformance appraIsals lose importance
  39. provide autonomy5
  40. Stop command & controlYou cannot control everythingIts an illusion!
  41. Its impossible to manage "people"its only possible to manage individuals
  42. The opinions of individualsask
  43. Be part of the teamGet them see you servant rather than controller
  44. Autonomy is the keyLet the team be Self organizedShift layers of management responsibility to teamChange the traditional Management mindsetRegular 1 to 1 meetings with managers
  45. Have a clear purpose6
  46. Agile frameworks like scrumare not just aboutrıtuAls
  47. It is not just aboutstanding up and burning down
  48. purpose is the keyWhat is the purpose of agiletell the values of what theyre buildingDefine a clear sprint goalDefine the vision of the productExplain the reasons of agile practices
  49. Have7Fun!
  50. Having fun is the keyTeam specific rituals for funDo not dedicate to work, Have hobbies and craftsSocialize in the organizationHave funny punishmentsto the ones who break the buildsor be late to daily standupsExtreme feedback machines
  51. Inspect & adapt8Agile adoptation
  52. Agile frameworks like Scrum are simpleDont blame themas simple as few patterns inorganizations
  53. If you have issuesInspect & adaptthere is no adapting scrumthere is doing scrum-but and scrum
  54. retrospecting is the keyagile reveals hidden problems. Thats not bad!Failing is normal, be prepare to inspect & adaptToo much dedication to tasks exhaust peoplehave lantern day or extra sprint to cool downDont use tools too much. Face to face is better
  55. What is the best measurement for success ?Photo of houston after the return ofapollo 13
  56. happiHappiness metricScrumming the scrumRetrospective patternPop the happy bubbleHappiness indexnessPhotographed by “Karsten Thormaehlen”from book "Mit Hundert Hat Man Noch Traume"http://www.visualnews.com/2012/01/11/happy-at-one-hundred-portraits-of-centenarians/
  57. youyouteamteamorganizationorganizationHappiness Impacthappy employees lead to happy customers and better business
  58. Train everyoneBuild a culture of collaborationRaise craftsmEnUse feecback loopsProvide autonomyHave a clear purpose123456Have fun!7Inspect & adapt agile adoptation8
  59. unMotivated teamsWhen an employee resists,an effective leader looks at the employeenot as a problem to be solvedbut as a person to be understood.Nigel Nicolson
  60. references“How to motivate your teamduring Scrum?” by Dimitri Honlethttp://www.slideshare.net/dimitrihonlet/motivate-team-scrumdef2“What’s the best measurement for success? Happiness” by Richard Bransonhttp://www.linkedin.com/today/post/article/20121109141247-204068115-what-s-the-best-measurement-for-success-happiness“Happiness Metric - The Wave of the Future” by JeffSutherlandhttp://scrum.jeffsutherland.com/2010/11/happiness-metric-wave-of-future.html“Worlds Simplest Management Secret” by GeoffreyJameshttp://www.inc.com/geoffrey-james/worlds-simplest-management-secret.html
  61. Lemİ orhan ergİnlemiorhan@agilistanbul.com@lemiorhan@lemiorhanagilistanbul.com@lemiorhanLINKEDINTWITTERSLIDESHAREBLOGGERPrincipal Software Engineer @ SonyFounder & Author @ Agilistanbul.com

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