The document discusses applying the Shu-ha-ri model of mastery to agile teams. Shu-ha-ri describes three stages of learning: shu (imitation), ha (separation), and ri (mastery). It maps these stages to how an agile team might progress in areas like iteration planning, daily stand-ups, and retrospectives. A team at the shu stage would struggle with processes, while a ha stage team improves and a ri stage team institutes process improvements and consistently delivers working software. The document provides examples of how teams can measure their progression through these stages in various agile practices.
This document discusses the concept of "Scrum Shu Ha Ri" which refers to the three stages of learning an agile framework like Scrum: follow (Shu), detach/break limits (Ha), and create/innovate (Ri). It encourages moving from strictly following Scrum processes to adapting and strengthening Scrum with techniques like acceptance test-driven development, visual management, and integrating ideas from Kanban and lean startup. The ultimate goal is to understand Scrum's teachings and invent your own unique approach to agility.
At previous companies I have worked at, we had several pages for our personal development plan. Tens of pages where you needed to fill in all kinds of standardized questions. That activity short-circuited my head. How could a personal plan contain all those standard questions? That plan could never be personal.
This ineffective strategy led to my goal to develop an Agile assessment model which is personal, practical, visual and easy to understand and use. Here I will describe how I made my own plan and how you can go and create and use yours. Goal is to explain that large assessmentforms don't work but fast feedback and a visual workspace do!
The document discusses applying the Japanese concepts of Shu-Ha-Ri to agile leadership. Shu refers to novice leaders narrowly following practices. Ha refers to experienced leaders who extend practices and occasionally break rules. Ri refers to expert leaders who create their own practices. The document outlines three levels of agile leadership maturity - A leaders have book knowledge, B leaders have experience delivering products, and C leaders have experience deploying agile at an organizational level and mentoring others. It provides examples of questions leaders at each level should ask and behaviors they should adopt to continue evolving their agile skills.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
The document outlines 10 common pitfalls that teams can encounter when adopting Agile practices. These pitfalls include releasing software too frequently without considering quality, thinking that certifications alone are enough to change practices, not taking an holistic view of processes and engineering practices, thinking empowered teams means a lack of guidance, and assuming Agile means no documentation or micromanagement. The presentation was created by Gabriel Gavasso in collaboration with others and is licensed under Creative Commons.
Christian van Stom learned Scrum on the cusp of the dot com bubble bursting. He has led multi-functional teams across 3 industries, and technical, marketing, sales, customer service and operational squads.
An enterprise agile coach role lured him north to Brisbane, to the finance sector where he was to lead the transformation of a 300-person enterprise. Hear his real life account of the challenges and learning of embedding real agile ways of working in a highly acquisitive business, moving at an incredible pace run by an ex-serving, paratrooper legionaire.
The document discusses applying the Shu-ha-ri model of mastery to agile teams. Shu-ha-ri describes three stages of learning: shu (imitation), ha (separation), and ri (mastery). It maps these stages to how an agile team might progress in areas like iteration planning, daily stand-ups, and retrospectives. A team at the shu stage would struggle with processes, while a ha stage team improves and a ri stage team institutes process improvements and consistently delivers working software. The document provides examples of how teams can measure their progression through these stages in various agile practices.
This document discusses the concept of "Scrum Shu Ha Ri" which refers to the three stages of learning an agile framework like Scrum: follow (Shu), detach/break limits (Ha), and create/innovate (Ri). It encourages moving from strictly following Scrum processes to adapting and strengthening Scrum with techniques like acceptance test-driven development, visual management, and integrating ideas from Kanban and lean startup. The ultimate goal is to understand Scrum's teachings and invent your own unique approach to agility.
At previous companies I have worked at, we had several pages for our personal development plan. Tens of pages where you needed to fill in all kinds of standardized questions. That activity short-circuited my head. How could a personal plan contain all those standard questions? That plan could never be personal.
This ineffective strategy led to my goal to develop an Agile assessment model which is personal, practical, visual and easy to understand and use. Here I will describe how I made my own plan and how you can go and create and use yours. Goal is to explain that large assessmentforms don't work but fast feedback and a visual workspace do!
The document discusses applying the Japanese concepts of Shu-Ha-Ri to agile leadership. Shu refers to novice leaders narrowly following practices. Ha refers to experienced leaders who extend practices and occasionally break rules. Ri refers to expert leaders who create their own practices. The document outlines three levels of agile leadership maturity - A leaders have book knowledge, B leaders have experience delivering products, and C leaders have experience deploying agile at an organizational level and mentoring others. It provides examples of questions leaders at each level should ask and behaviors they should adopt to continue evolving their agile skills.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
The document outlines 10 common pitfalls that teams can encounter when adopting Agile practices. These pitfalls include releasing software too frequently without considering quality, thinking that certifications alone are enough to change practices, not taking an holistic view of processes and engineering practices, thinking empowered teams means a lack of guidance, and assuming Agile means no documentation or micromanagement. The presentation was created by Gabriel Gavasso in collaboration with others and is licensed under Creative Commons.
Christian van Stom learned Scrum on the cusp of the dot com bubble bursting. He has led multi-functional teams across 3 industries, and technical, marketing, sales, customer service and operational squads.
An enterprise agile coach role lured him north to Brisbane, to the finance sector where he was to lead the transformation of a 300-person enterprise. Hear his real life account of the challenges and learning of embedding real agile ways of working in a highly acquisitive business, moving at an incredible pace run by an ex-serving, paratrooper legionaire.
This document provides guidance on forming an agile team. It recommends starting by clarifying why the team is needed and what it will develop. Consider the skills needed on the cross-functional team and whether potential members can work autonomously. Develop the product using a lightweight approach like lean startup or design thinking. Develop the team by allowing it to form, storm, norm and perform. Recruit members who voluntarily join rather than being assigned. Launch the team with a clear intent, approach, and learning mindset.
Enterprise Agile Coaching - Professional Agile Coaching #3Cprime
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
This presentation goal is to demonstrate Agile Mindset & thinking. This presentation tries to explain how to be agile and behave like a agile. Team and Organizational mindset is also explained in this presentation.
This document summarizes an organizational assessment of agile practices at a healthcare company conducted by an agile coach. The assessment found that while over half of projects claimed to use Scrum, very few teams actually followed Scrum principles. Many teams exhibited "anti-Scrum" patterns like running multiple concurrent projects in a sprint. The root causes identified included viewing agile as an IT initiative rather than company-wide, accelerated offshore utilization reducing business partnership, and an "Agile Deficit Disorder" where teams lacked discipline. The coach proposed fixes like updated training, promoting coaching, educating leadership, and addressing collaboration issues. The key lesson was that true adoption requires involving the business from the start.
In this quality assurance training, you will learn Agile. Topics covered in this session are:
• Agile Approach
• What does the Agile Manifesto Mean?
• 12 Principles of Agile
• Central: Incremental and Iterative Development
• Agile Methods
• Scrum Lifecycle
• Agile Methods – Scrum
• Scrum Values
For more information, visit this link: https://www.mindsmapped.com/courses/quality-assurance/software-testing-training-beginners-and-intermediate-level/
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Scaling agility or descaling organizationLuca Sturaro
This document discusses various approaches to scaling agility in large organizations, including Scrum, SAFe, LeSS, and Spotify's model. It describes the challenges of implementing Scrum at both the single team and multi-team levels. SAFe and LeSS propose frameworks for multiple aligned teams delivering value through features and benefits. Spotify uses squads, tribes, chapters and guilds to structure autonomous teams while maintaining alignment. Scaling agility is difficult and requires addressing organizational structure and culture.
Successful Agile Transformation - Jim Grundner - Agile Maine agilemaine
This document discusses essential patterns for successful agile transformations. It emphasizes the importance of leadership commitment, forming a cross-functional transformation team, and having an adoption strategy such as piloting agile with a small team. It also recommends focusing on empowering teams, limiting work in progress, using metrics to encourage the right behaviors, and embracing an experimental mindset to continuously learn and improve.
This document discusses barriers to adopting Scrum and provides recommendations to overcome them. Some common barriers include implementing Agile on top of an existing hierarchical structure, having fragile isolated teams with many dependencies, a project mindset focused on upfront planning and task management rather than product outcomes, neglecting technical practices, and treating Scrum as a mechanical process rather than with professionalism. The document recommends growing networks across teams, empowering teams, focusing on product metrics and user adoption, investing in software craftsmanship, establishing networks of co-managers to remove impediments, adopting an empirical mindset of learning through delivery, and scaling the product rather than Scrum process.
The path to Agile Coach certification webinarGraham Dick
Presented on the 15th July 2018. Addressing:
What is an Agile Coach?
What does Agile Coaching involve?
How to coach
Some "tools from the Coaches toolbox"
- Active listening
- Emotional intelligence
Coaching the team
And from our 3 day agile coaching course
- Constellations - a fun technique to help team members get to know each other
- Coaching Dojo - practice your coaching technique
Agile Resonance Coaching -Scrum Gathering 2013John Miller
Are you coaching Agile, or, are you doing something else? Take a long coaching stance in this approach that blends a true coaching approach with Agile values. Learn the benefits of how Agile Resonance Coaching can help you coach to help you coach to fulfill your client's Authentic Agility.
Agile is not just for software development, it’s for the whole business! by O...Bosnia Agile
In this session, Olta will discuss how Agile is influencing company culture, human resources, customers, finance, marketing, and the company as a whole. The use of traditional approaches in other departments and the agile approaches in software development departments are bringing so much noise into the environment rather than a successful agile transformation.
Agile For Life : Becoming Agile FamilyYoungjin Kim
A survey presentation for agile for life especially becoming agile family including agile family manifesto, real examples and guidance. i presented this at the samsung agile conference 2018.
OKR's for Agile Coaches - group brainstorming presentationThene Sheehy
This presentation was created for the Agile Connect group in Portugal, for the July 8, 2020, virtual meetup via Zoom. The original question in a job interview was, "What should be the OKR's for Agile Coaches?" The prompted me to consider how to best answer, and generated this group brainstorming session via Zoom rooms and a Miro board.
The document discusses achieving sustainable agility at scale. It begins by introducing Ahmed Sidky and his experience in agile transformation. It then presents a hypothetical scenario of a CIO trying to quickly transform a large IT organization of 3,000 people to agile. However, the summary notes that the CIO's plan focuses more on process change than culture transformation and may not lead to sustainable organizational agility. The document goes on to discuss the differences between industrial and knowledge work mindsets and fixed versus agile mindsets. It emphasizes that agile is first a mindset described by values and principles before specific practices. Achieving organizational agility requires transforming the entire organizational culture and ecosystem, not just processes.
This document discusses Ahmed Sidky's experience with evolving agile leadership at Riot Games. It describes how Riot decoupled traditional leadership responsibilities across new roles like Team Captain, Delivery Lead, and Product Lead. It also discusses how Riot invested in growing the skills and competencies needed for these agile leadership roles through learning, mentoring and practice. The document provides examples of responsibilities for each role and emphasizes that leadership is about accountability and enabling the team to share responsibility.
Rise and Downfall of a large Scale Scrum (LeSS) ImplementationMai Quay
Michael Chik is a Lean & Agile coach with over 15 years of experience. He has coached large multinational companies across 5 time zones in implementing Scaled Agile/Scrum. Some successes included drastically reduced time to production and high morale. However, companies often gradually reverted back to waterfall as management did not truly support the change and middle management layers were reintroduced.
The document is a presentation by ProcessWhirl Management Consulting about becoming an Agile coach. It discusses what an Agile coach is and the competencies required, including ICF core coaching competencies. It promotes an upcoming one-day workshop on becoming an Agile coach, as well as SAFe certification courses. The presentation provides an overview of the role and responsibilities of an Agile coach, and encourages participants to consider joining the field.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
of the PDC+++ in Integral Permaculture
see www.PermaCultureScience.com
In this class we study the cycles & natural successions of groups, some growth patterns of teams & we look at the most common errors. We present some examples of designs for support structures that are very effective in practice.
This document discusses the role and value of coaching for agile teams. It begins by asking whether a team needs a coach and comparing a team to a bee hive or family of beavers. It then discusses the coaching dilemma of how individuals gain value from coaching and whether organizational goals can be met through coaching. The document outlines what leaders expect from coaching versus what it can actually deliver and that the perceived value of coaching may differ. It provides anchors for effective coaching, including building evaluation into initiatives, adopting a consistent approach, and helping teams maximize their potential. Finally, it discusses the roles of a coach as teacher, organizer, and leader.
Shu Ha Ri - Three stages of an organizationAnil Jaising
This document lists the names of 7 photographers who have contributed photos to presentations on Haiku Deck and SlideShare. It concludes by encouraging the reader to create their own Haiku Deck presentation.
This document provides guidance on forming an agile team. It recommends starting by clarifying why the team is needed and what it will develop. Consider the skills needed on the cross-functional team and whether potential members can work autonomously. Develop the product using a lightweight approach like lean startup or design thinking. Develop the team by allowing it to form, storm, norm and perform. Recruit members who voluntarily join rather than being assigned. Launch the team with a clear intent, approach, and learning mindset.
Enterprise Agile Coaching - Professional Agile Coaching #3Cprime
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
This presentation goal is to demonstrate Agile Mindset & thinking. This presentation tries to explain how to be agile and behave like a agile. Team and Organizational mindset is also explained in this presentation.
This document summarizes an organizational assessment of agile practices at a healthcare company conducted by an agile coach. The assessment found that while over half of projects claimed to use Scrum, very few teams actually followed Scrum principles. Many teams exhibited "anti-Scrum" patterns like running multiple concurrent projects in a sprint. The root causes identified included viewing agile as an IT initiative rather than company-wide, accelerated offshore utilization reducing business partnership, and an "Agile Deficit Disorder" where teams lacked discipline. The coach proposed fixes like updated training, promoting coaching, educating leadership, and addressing collaboration issues. The key lesson was that true adoption requires involving the business from the start.
In this quality assurance training, you will learn Agile. Topics covered in this session are:
• Agile Approach
• What does the Agile Manifesto Mean?
• 12 Principles of Agile
• Central: Incremental and Iterative Development
• Agile Methods
• Scrum Lifecycle
• Agile Methods – Scrum
• Scrum Values
For more information, visit this link: https://www.mindsmapped.com/courses/quality-assurance/software-testing-training-beginners-and-intermediate-level/
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
Scaling agility or descaling organizationLuca Sturaro
This document discusses various approaches to scaling agility in large organizations, including Scrum, SAFe, LeSS, and Spotify's model. It describes the challenges of implementing Scrum at both the single team and multi-team levels. SAFe and LeSS propose frameworks for multiple aligned teams delivering value through features and benefits. Spotify uses squads, tribes, chapters and guilds to structure autonomous teams while maintaining alignment. Scaling agility is difficult and requires addressing organizational structure and culture.
Successful Agile Transformation - Jim Grundner - Agile Maine agilemaine
This document discusses essential patterns for successful agile transformations. It emphasizes the importance of leadership commitment, forming a cross-functional transformation team, and having an adoption strategy such as piloting agile with a small team. It also recommends focusing on empowering teams, limiting work in progress, using metrics to encourage the right behaviors, and embracing an experimental mindset to continuously learn and improve.
This document discusses barriers to adopting Scrum and provides recommendations to overcome them. Some common barriers include implementing Agile on top of an existing hierarchical structure, having fragile isolated teams with many dependencies, a project mindset focused on upfront planning and task management rather than product outcomes, neglecting technical practices, and treating Scrum as a mechanical process rather than with professionalism. The document recommends growing networks across teams, empowering teams, focusing on product metrics and user adoption, investing in software craftsmanship, establishing networks of co-managers to remove impediments, adopting an empirical mindset of learning through delivery, and scaling the product rather than Scrum process.
The path to Agile Coach certification webinarGraham Dick
Presented on the 15th July 2018. Addressing:
What is an Agile Coach?
What does Agile Coaching involve?
How to coach
Some "tools from the Coaches toolbox"
- Active listening
- Emotional intelligence
Coaching the team
And from our 3 day agile coaching course
- Constellations - a fun technique to help team members get to know each other
- Coaching Dojo - practice your coaching technique
Agile Resonance Coaching -Scrum Gathering 2013John Miller
Are you coaching Agile, or, are you doing something else? Take a long coaching stance in this approach that blends a true coaching approach with Agile values. Learn the benefits of how Agile Resonance Coaching can help you coach to help you coach to fulfill your client's Authentic Agility.
Agile is not just for software development, it’s for the whole business! by O...Bosnia Agile
In this session, Olta will discuss how Agile is influencing company culture, human resources, customers, finance, marketing, and the company as a whole. The use of traditional approaches in other departments and the agile approaches in software development departments are bringing so much noise into the environment rather than a successful agile transformation.
Agile For Life : Becoming Agile FamilyYoungjin Kim
A survey presentation for agile for life especially becoming agile family including agile family manifesto, real examples and guidance. i presented this at the samsung agile conference 2018.
OKR's for Agile Coaches - group brainstorming presentationThene Sheehy
This presentation was created for the Agile Connect group in Portugal, for the July 8, 2020, virtual meetup via Zoom. The original question in a job interview was, "What should be the OKR's for Agile Coaches?" The prompted me to consider how to best answer, and generated this group brainstorming session via Zoom rooms and a Miro board.
The document discusses achieving sustainable agility at scale. It begins by introducing Ahmed Sidky and his experience in agile transformation. It then presents a hypothetical scenario of a CIO trying to quickly transform a large IT organization of 3,000 people to agile. However, the summary notes that the CIO's plan focuses more on process change than culture transformation and may not lead to sustainable organizational agility. The document goes on to discuss the differences between industrial and knowledge work mindsets and fixed versus agile mindsets. It emphasizes that agile is first a mindset described by values and principles before specific practices. Achieving organizational agility requires transforming the entire organizational culture and ecosystem, not just processes.
This document discusses Ahmed Sidky's experience with evolving agile leadership at Riot Games. It describes how Riot decoupled traditional leadership responsibilities across new roles like Team Captain, Delivery Lead, and Product Lead. It also discusses how Riot invested in growing the skills and competencies needed for these agile leadership roles through learning, mentoring and practice. The document provides examples of responsibilities for each role and emphasizes that leadership is about accountability and enabling the team to share responsibility.
Rise and Downfall of a large Scale Scrum (LeSS) ImplementationMai Quay
Michael Chik is a Lean & Agile coach with over 15 years of experience. He has coached large multinational companies across 5 time zones in implementing Scaled Agile/Scrum. Some successes included drastically reduced time to production and high morale. However, companies often gradually reverted back to waterfall as management did not truly support the change and middle management layers were reintroduced.
The document is a presentation by ProcessWhirl Management Consulting about becoming an Agile coach. It discusses what an Agile coach is and the competencies required, including ICF core coaching competencies. It promotes an upcoming one-day workshop on becoming an Agile coach, as well as SAFe certification courses. The presentation provides an overview of the role and responsibilities of an Agile coach, and encourages participants to consider joining the field.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
of the PDC+++ in Integral Permaculture
see www.PermaCultureScience.com
In this class we study the cycles & natural successions of groups, some growth patterns of teams & we look at the most common errors. We present some examples of designs for support structures that are very effective in practice.
This document discusses the role and value of coaching for agile teams. It begins by asking whether a team needs a coach and comparing a team to a bee hive or family of beavers. It then discusses the coaching dilemma of how individuals gain value from coaching and whether organizational goals can be met through coaching. The document outlines what leaders expect from coaching versus what it can actually deliver and that the perceived value of coaching may differ. It provides anchors for effective coaching, including building evaluation into initiatives, adopting a consistent approach, and helping teams maximize their potential. Finally, it discusses the roles of a coach as teacher, organizer, and leader.
Shu Ha Ri - Three stages of an organizationAnil Jaising
This document lists the names of 7 photographers who have contributed photos to presentations on Haiku Deck and SlideShare. It concludes by encouraging the reader to create their own Haiku Deck presentation.
Shuhari roughly translates to "first learn, then detach, and finally transcend." This talk will cover various ways we stay ahead to create solutions whose needs are just coming above the horizons.
This document discusses teamwork and provides an overview of key topics related to teams. It defines what a team is, describes different types of teams, and explains the stages of team development. It also discusses characteristics of effective teams, such as ideal team size and the importance of diversity. The document outlines different team member roles and how they contribute to team performance. It explores factors that influence team cohesiveness and the consequences of high and low cohesiveness. The benefits and potential costs of using teams are also summarized.
Group dynamics deals with how groups are formed, their structure, and processes. It examines the interactions between group members and forces operating within the group. A group consists of two or more people who share common goals and evaluate themselves as part of the group. Group dynamics ensures members feel a sense of belonging and attraction to the group influences them. It also examines how changes in one part of the group can impact other parts. Team building activities improve communication, develop roles and skills, and foster better relationships and productivity to benefit the group.
Shuhari is a Japanese concept, describing the stages of learning to mastery. It is through this process that we learn the rules, then bend the rules and finally, break the rules for real creative freedom, opening the door to mastery, unhindered. In this presentation, you will learn the rules of the agile software development as described in the agile manifesto, then learn how to bend those rules to improve and innovate and finally, you'll understand how to transcend the rules in order to make your teams high-performing and able to deliver customer delight and deep satisfaction.
This document discusses key principles of Agile software development methods. It notes that traditional software projects often fail to meet goals for cost, scope and timeline due to unrealistic upfront planning. Agile methods address this by emphasizing iterative development, rapid feedback and response to change over rigid planning. Specific practices mentioned include Scrum, eXtreme Programming (XP), iterative planning and estimation.
Effective leaders achieve a balance of interacting with their team while maintaining authority. They are team players who collaborate and communicate with members. Common problems teams face include conflicting decision-making styles and lack of trust. To be a good team player, one must communicate constructively, listen, actively participate, support the team, share information, cooperate, be flexible, solve problems, show commitment, and be reliable.
The document discusses teams and team development, defining teams and groups, describing types of work-related teams like functional, problem-solving, and virtual teams. It also outlines the stages of team development including forming, storming, norming, performing, and adjourning. Key characteristics of effective teams are identified such as having a clear goal, competent members, unified commitment, and receiving external support.
A presentation to the Student Government Councils of local universities and colleges in Malaysia was presented by Michael Teoh, surrounding the topics of Teamwork and Leadership.
This workshop for Student Leaders was done back in 2005 and 2006.
Certified Agile Coach (CAC) training is unique, world-class, and highly interactive. The course explores real-world scenarios/situations and challenges and helps you devise powerful solutions. Here You can download the Course brochure
SBTF - general principles for leading and coordinating a crisismapping teamStandby Task Force
The document outlines different types of teams within the Standby Volunteer Task Force (SBTF) including general, input-based, GIS/data focused, analysis, and support teams. It describes the roles and responsibilities of strategic, standby, and alumni team leads. It also provides guidance for team leads on preparing, managing, and communicating with their teams during deployments and between deployments.
This document outlines a resilience training course that teaches strategies for coping with challenges and bouncing back from difficult times. The half-day course covers what resilience is, the benefits of resilience, and techniques for increasing resilience. Participants will learn about resilience through exercises, discussion, and skills practice, with the goal of being able to describe resilience, explain its importance, and choose techniques to improve their ability to bounce back. The interactive course is aimed at local authority employees who want to develop resilience skills to handle life's difficulties.
This document presents a competency framework to help ScrumMasters and coaches understand their level of competency in various domains. It includes four levels - New, Shu, Ha, Ri - to assess competency in areas like Agile principles, processes, practices, facilitation, teaching, leadership, coaching, technical skills, and business understanding. The framework is intended as a tool for self-reflection and identifying next steps for personal growth.
This document discusses building high-performing agile teams. It outlines characteristics of effective agile teams such as being self-organizing, empowered, and able to solve problems as a team. The document also discusses models of team development including Tuckman's five stages of forming, storming, norming, performing, and adjourning. It describes how leaders adapt their style according to these stages and provides strategies for motivating, tracking performance, and fostering collaboration in agile teams.
This one-day workshop teaches managers coaching skills to improve employee performance through confidence building and motivation. Participants will learn the benefits of a coaching culture, interpersonal coaching skills using the GROW model, and have practice sessions. By the end, managers will be able to explain the coaching spectrum, identify coaching situations, create a coaching environment, and develop coaching skills.
1. Agile is still a form of management that focuses on empowering self-organizing teams through establishing the right environment and shielding them from obstacles.
2. Managers are responsible for both the physical workspace and cultural environment that allows teams to thrive, innovate, and feel safe to admit failures.
3. The role of the manager is to care for the mechanisms that support teams such as Scrum Masters, Product Owners, and to intervene only when necessary to remove impediments or resolve deadlocks between teams.
On the Job Training methods include coaching, mentoring, job rotation, job instructional technique (JIT), apprenticeship, and understudying. These methods have trainees learn by observing managers and peers perform jobs, with the goal of imitating their behaviors without disrupting regular work. Trainees learn on actual machines and follow approved standards while earning. Coaching and mentoring are one-on-one and help transfer theory to practice, but can perpetuate existing practices. Job rotation exposes employees to related jobs to prevent boredom and develop relationships. JIT provides step-by-step instruction to ensure learning. Apprenticeship and understudying involve long-term training under experts through experience and observation.
This document discusses various approaches to training delivery and implementation. It describes three broad approaches: on-the-job training, classroom training, and self-paced training. For each approach, it outlines specific techniques and discusses advantages and disadvantages. The document emphasizes that effective training requires identifying trainee skill levels and using a combination of techniques, such as lecture, discussion, and experiential methods, tailored to each trainee's needs. Overall, the key message is that training implementation requires careful planning and use of appropriate delivery methods matched to trainee and content requirements.
Agile HR - Human Resource Management - Manu Melwin Joymanumelwin
The "Agile Model of HR" states that human resources' job is not just to implement controls and standards, and drive execution—but rather to facilitate and improve organizational agility.
Tortillis Group has been assisting organizations adopt an agile approach and we practice the best in class teachings including training, coaching and mentoring.
In RBL’s newest virtual HR program, HR professionals at all levels learn to build the competencies needed to impact business results directly from Dave Ulrich. Dave Ulrich HR Academy is a comprehensive cohort-based virtual development journey for learning how HR creates value from the outside in and delivers business impact.
Self-organization - foundation for high performancemattiastronje
Want to work with the foundation of high-performance teams? How can we as leaders evolve and let our team evolve? See how we can work with leadership which motivates, engage and see beyond processes and tools. This material I use when running workshops with leaders going into Lean and Agile.
This document summarizes an advanced coaching course called "Coaching Mastery". The 12-day course is split into 5 modules held over several months and focuses on developing coaching skills and philosophy. Participants will work with 2 clients over the course and receive individual supervision sessions. The course aims to provide tools and frameworks to strengthen coaching practice and develop a coaching business. It explores what it means to be an effective coach through reflection, new techniques, and putting learning into practice. Those who pass will meet national coaching standards. Feedback from prior graduates praised the course for its profound impact on both coaching skills and personal development.
Training is not enough - Coaching your agile teamDUONG Trong Tan
This document discusses coaching agile teams. It begins by introducing Dương Trọng Tấn and his background in agile training and coaching. It then discusses that agile is about continuous learning and cultivation. It notes a common scenario where teams undergo training but then face new problems and lose direction when implementing agile. The document advocates for learning-by-doing and continuous improvement over short training courses. It promotes coaching teams through different phases to help them continuously improve. It also discusses using Kolb's learning cycle and turning the scrum process into a learning cycle.
21. Farmers field school (training of trainers to t and ffs)Mr.Allah Dad Khan
A Series of Lectures By Mr. Allah Dad Khan Provincial Director IPM ( Master Trainer ) KPK Ministry of Food Agriculture and Livestock (MINFAL) Islamabad Pakistan
This document summarizes Learn-Away's Train the Trainer programs which aim to help leaders, trainers and subject matter experts build their confidence in presenting, develop advanced facilitation skills, and achieve business goals. The programs range from 1-7 days and involve learning concepts, applying them through presentations with feedback, and cover topics like adult learning principles, engaging training design, facilitation methods, and building credibility. Testimonials highlight how past participants felt the programs improved their confidence as presenters and taught more practical skills than university programs.
_ The Characteristics of a Free Rein Leadership (1).pptxHirect
Free Rein Leadership Style. Free-rein leadership, also called Laissez-Faire, is a type of leadership style in which leaders follows a hands-off policy and allow group members to make the decisions. Managers set objectives, and employees are free to do whatever is appropriate to accomplish those objectives.
This introductory coaching program aims to teach participants important coaching competencies and principles to improve personal and professional relationships. The 35-hour program is divided into 5 modules and teaches 8 key coaching competencies defined by the ICF through presentations, discussions, and practice in pairs or small groups. The program provides an understanding of coaching as a profession and process to increase effectiveness and well-being.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
1. 5 Minutes of : AGILE
Agile Teams Stages:
The “SHU - HA - Ri” Concept
Viorel BUCUR
Lean / Agile Management Consultant
& Organizational Coach
2. Team Proficiency Stages
● TEAMS pass through multiple stages of proficiency in their evolution
(It can be applied for teams in all fields: Software Development / Human Resources / Commercial, Top Management /
Middle Management etc)
● The Japanese martial arts concept - learning to mastery stages
○ SHU - “protect” / “obey” - traditional wisdom (learning fundamentals)
○ HA - “detach” / “digress” - breaking with traditions
RI - “leave” / “separate” - transcendence
3. “SHU - HA - RI” Agile Concept
● SHU - “Follow the rule”
○ the team implements the techniques :
■ without modifications
■ without attempting to understand the rationale behind them
● HA - “Break the rule”
○ the team understand the techniques and spends time reflecting on the practice
○ the team can now teach other teams
● RI - “Be the rule”
○ the team only follows the principles
○ but there are no more traditional techniques
○ it all becomes natural
○ the team can now adapt or modify the techniques for higher productivity
4. Why SHU - HA - RI ?
● SHU - HA - RI
○ is a continuous path to evolution
○ it needs consultancy and coaching
○ makes visible the stage where a team stands at a certain time
○ allows creation of a customized action plan in order to make the team evolve
towards the next stage
● To Whom the Shu-Ha-Ri concept apply
○ To the Team as a whole
○ To each team member individually
○ Even to the Agile Coach
● The student becomes a teacher and a teacher becomes a student.