Measuring Team Happiness – A Real-Life Journey of Fostering an Engaging Worki...Agile Montréal
There is no team more productive than a healthy, engaged team. Unfortunately, some organizations still use bottom line metrics to drive performance, which typically hurt more than they help. In this talk we’ll focus on an alternative approach to fostering a great working environment, looking at how we can leverage Spotify’s “Squad Health Check Model” and Patrick Hanlon’s “Primal Branding” to build strong foundations and feedback mechanisms that set the stage for high-performance Agile Teams.
Daniel Tardif
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
Measuring Team Happiness – A Real-Life Journey of Fostering an Engaging Worki...Agile Montréal
There is no team more productive than a healthy, engaged team. Unfortunately, some organizations still use bottom line metrics to drive performance, which typically hurt more than they help. In this talk we’ll focus on an alternative approach to fostering a great working environment, looking at how we can leverage Spotify’s “Squad Health Check Model” and Patrick Hanlon’s “Primal Branding” to build strong foundations and feedback mechanisms that set the stage for high-performance Agile Teams.
Daniel Tardif
Agile HR: Transforming a Human Resources Team Using ScrumSeedbox
At Seedbox Technologies, we use agile development and scrum in all our engineering teams and have the vision of becoming a fully agile company one day. To support this vision, some of our non-engineering teams are starting to adopt and adapt agile principles that will help them deliver more value for our customers, partners, and team members. Here is a kickoff presentation we created to start this transformation with one of our HR teams, responsible for driving our company culture projects. We hope this can inspire other technology (and non-tech) companies to make a similar change in their organizations.
Measuring team performance at spotify slideshareDanielle Jabin
How do we actually know if our teams are doing well? Is gut instinct enough? Furthermore, in a rapidly growing organization such as Spotify, how can we ensure some sort of consistency in our baseline level of Agile knowledge across the technology, product, and design organization?
In this presentation, I’ve shared techniques we have developed and use at Spotify to benchmark health and performance for our teams and some tactics we use to bring them closer to—and beyond!—being the best teams they can be.
This session is for practitioners who are serious about business results and helping Agile values and principles succeed in large scale environments. David addresses the terrifying questions business owners have in the real world -- questions Agilists don't like talking about.
Agile work is messy business. We've broken the mold and a generation of executives and managers are reeling in ambiguity. They turn to consultants who throw frameworks at them. They turn to Agile Coaches and hear, ""it's all about mindset"". We need to do better than that!
We can elevate the discussion with business leaders and stop beating around the bush. Real business problems need serious answers.
David Sabine
Team-level agile is well established - at least in theory! Things that really should be commodity stuff by now - such as clear understanding and articulation of the essentials - shouldn’t vary massively from team to team. However, in practice, arguments rage between software development “experts” and teams on which process framework is best – e.g. Extreme Programming (XP) versus Scrum versus Kanban. Even though agile principles are clear that “no one should tell the team how to do their work”, in practice they are often told “Do Scrum” or “No, don’t do Scrum, do Kanban!”. The Agile Essentials eliminates these damaging and distracting conflicts by extracting the useful practice guidance from XP, Scrum, Kanban and other popular agile approaches, and presents it as a useful and usable set of practice cards that development teams can freely select, combine and adapt to help them work effectively as a team.
Outside In - Behaviour Driven Development (BDD)Naresh Jain
The BDD Workshop offers a comprehensive, hands-on introduction to behavior driven development via an interactive-demo.
Over the past decade, eXtreme Programming practices like Test-Driven Development (TDD) and Behaviour Driven Development (BDD) have fundamentally changed software development processes and inherently how engineers work. Practitioners claim that it has helped them significantly improve their collaboration with business, development speed, design & code quality and responsiveness to changing requirements. Software professionals across the board, from Internet startups to medical device companies to space research organizations, today have embraced these practices.
This workshop explores the foundations of TDD & BDD with the help of various patterns, strategies, tools and techniques.
As more and more companies are moving to the Cloud, they want their latest, greatest software features to be available to their users as quickly as they are built. However there are several issues blocking them from moving ahead.
One key issue is the massive amount of time it takes for someone to certify that the new feature is indeed working as expected and also to assure that the rest of the features will continuing to work. In spite of this long waiting cycle, we still cannot assure that our software will not have any issues. In fact, many times our assumptions about the user's needs or behavior might itself be wrong. But this long testing cycle only helps us validate that our assumptions works as assumed.
How can we break out of this rut & get thin slices of our features in front of our users to validate our assumptions early?
Most software organizations today suffer from what I call, the "Inverted Testing Pyramid" problem. They spend maximum time and effort manually checking software. Some invest in automation, but mostly building slow, complex, fragile end-to-end GUI test. Very little effort is spent on building a solid foundation of unit & acceptance tests.
This over-investment in end-to-end tests is a slippery slope. Once you start on this path, you end up investing even more time & effort on testing which gives you diminishing returns.
In this session Naresh Jain will explain the key misconceptions that has lead to the inverted testing pyramid approach being massively adopted, main drawbacks of this approach and how to turn your organization around to get the right testing pyramid.
Measuring team performance at spotify slideshareDanielle Jabin
How do we actually know if our teams are doing well? Is gut instinct enough? Furthermore, in a rapidly growing organization such as Spotify, how can we ensure some sort of consistency in our baseline level of Agile knowledge across the technology, product, and design organization?
In this presentation, I’ve shared techniques we have developed and use at Spotify to benchmark health and performance for our teams and some tactics we use to bring them closer to—and beyond!—being the best teams they can be.
This session is for practitioners who are serious about business results and helping Agile values and principles succeed in large scale environments. David addresses the terrifying questions business owners have in the real world -- questions Agilists don't like talking about.
Agile work is messy business. We've broken the mold and a generation of executives and managers are reeling in ambiguity. They turn to consultants who throw frameworks at them. They turn to Agile Coaches and hear, ""it's all about mindset"". We need to do better than that!
We can elevate the discussion with business leaders and stop beating around the bush. Real business problems need serious answers.
David Sabine
Team-level agile is well established - at least in theory! Things that really should be commodity stuff by now - such as clear understanding and articulation of the essentials - shouldn’t vary massively from team to team. However, in practice, arguments rage between software development “experts” and teams on which process framework is best – e.g. Extreme Programming (XP) versus Scrum versus Kanban. Even though agile principles are clear that “no one should tell the team how to do their work”, in practice they are often told “Do Scrum” or “No, don’t do Scrum, do Kanban!”. The Agile Essentials eliminates these damaging and distracting conflicts by extracting the useful practice guidance from XP, Scrum, Kanban and other popular agile approaches, and presents it as a useful and usable set of practice cards that development teams can freely select, combine and adapt to help them work effectively as a team.
Outside In - Behaviour Driven Development (BDD)Naresh Jain
The BDD Workshop offers a comprehensive, hands-on introduction to behavior driven development via an interactive-demo.
Over the past decade, eXtreme Programming practices like Test-Driven Development (TDD) and Behaviour Driven Development (BDD) have fundamentally changed software development processes and inherently how engineers work. Practitioners claim that it has helped them significantly improve their collaboration with business, development speed, design & code quality and responsiveness to changing requirements. Software professionals across the board, from Internet startups to medical device companies to space research organizations, today have embraced these practices.
This workshop explores the foundations of TDD & BDD with the help of various patterns, strategies, tools and techniques.
As more and more companies are moving to the Cloud, they want their latest, greatest software features to be available to their users as quickly as they are built. However there are several issues blocking them from moving ahead.
One key issue is the massive amount of time it takes for someone to certify that the new feature is indeed working as expected and also to assure that the rest of the features will continuing to work. In spite of this long waiting cycle, we still cannot assure that our software will not have any issues. In fact, many times our assumptions about the user's needs or behavior might itself be wrong. But this long testing cycle only helps us validate that our assumptions works as assumed.
How can we break out of this rut & get thin slices of our features in front of our users to validate our assumptions early?
Most software organizations today suffer from what I call, the "Inverted Testing Pyramid" problem. They spend maximum time and effort manually checking software. Some invest in automation, but mostly building slow, complex, fragile end-to-end GUI test. Very little effort is spent on building a solid foundation of unit & acceptance tests.
This over-investment in end-to-end tests is a slippery slope. Once you start on this path, you end up investing even more time & effort on testing which gives you diminishing returns.
In this session Naresh Jain will explain the key misconceptions that has lead to the inverted testing pyramid approach being massively adopted, main drawbacks of this approach and how to turn your organization around to get the right testing pyramid.
Agile Methodology is not new. Many organisations / teams have already adopted Agile way of Software Development or are in the enablement journey for the same. What does this mean for Testing? There is no doubt that the Testing approach and mindset also needs to change to be in tune with the Agile Development methodology.
Learn what does it mean to Test on Agile Projects and how Test Automation approach needs to change for the team to be successful! Also learn why is Test Automation important, and how do we implement a good, robust, scalable and maintainable Test Automation framework!
Agile Testing Framework - The Art of Automated TestingDimitri Ponomareff
Once your organization has successfully implemented Agile methodologies, there are two major areas that will require improvements: Continuous Integration and Automated Testing.
This presentation illustrates why it's important to invest in an Automated Testing Framework (ATF) to reduce technical debt, increase quality and accelerate time to market.
Learn more at www.agiletestingframework.com.
Annotated slides from my "Behavior Driven Development" course. Released under Creative Commons share-alike, commercial and derivatives allowed: http://creativecommons.org/licenses/by-sa/3.0/
Agile Testing: The Role Of The Agile TesterDeclan Whelan
This presentation provides an overview of the role of testers on agile teams.
In essence, the differences between testers and developers should blur so that focus is the whole team completing stories and delivering value.
Testers can add more value on agile teams by contributing earlier and moving from defect detection to defect prevention.
Test Automation - Principles and PracticesAnand Bagmar
Slides from my webinar for Sri Lanka Testing Community on - "Test Automation - Principles & Practices".
Details about the webinar can be found from my blog - http://essenceoftesting.blogspot.com
Effective Testing Practices in an Agile EnvironmentRaj Indugula
This is a practitioner’s view of testing and testing practices within an iterative development environment. We will explore the challenges of testing within such an environment and ways to better integrate the QA professional into what is inherently a developer-centric methodology. If quality is paramount, then we ought to move testing to the front of the line and test early and often. Automation lies at the heart of agility and we will look at how test automation techniques and test-first design philosophy might be applied at multiple-levels to drive quality.
Have you ever bumped into a wall with your automated tests? Many developers bump into various roadblocks and hurdles when writing test code. Are your test methods starting to fail because the code-under-test uses the current date and time? Are your automated integration tests failing because the database they integrate with keeps changing? Do you have an explosion of test methods, with the ratio of test code to code-under-test way too high? Is your effort to refactor and improve code overwhelmed by the time it takes to rewrite all those failing unit tests? This presentation is about clearing away Agile testing obstacles, avoiding common pitfalls, and staying away from dangerous practices.
What are the Key drivers for automation? What are the Challenges in Agile automation and How to deal with them? How to automate? Who will automate? Which tool to select? Commercial or open source? What to automate? Which features? Here is what our experience says
This is the latest in my series of leadership workshop sessions; this presentation includes the exercises and learning points. To see some of the text properly, you will need to get the free font Dark Roast.
Agile Washington 2015 Creating a Learning CultureRenee Troughton
Presented in August 2015 at Agile 2015 in Washington DC this is a presentation about a structured 10 week program to grow your own Agile champions and coaches through a series of activities and collaborate learning. This presentation highlights the activities and the learning problem.
Enriching management is a key way to build Agile Leadership. This presentation helps make this concept of enrichment a bit clearer and how in turn management can learn to enrich its workforce as well. This provides some concrete mechanisms to make servant leadership real, without necessarily calling it servant leadership (shich sometimes doesn't resonate with people).
Shaping the dynamics of a new virtual team - Tony Llewellyn and Paolo FidelboPMIUKChapter
PMI UK and PMI Souther Italy Chapters Webinar - 23 June 2020
This webinar considers some of the aspects of team behaviours and how they are likely to be impacted when connection and communication are restricted to electronic media. We will consider some of the science behind team formation, and how behaviours are shaped in the early stages of a new team’s existence. We will then work through some practical steps that a project manager might take to shape the dynamics of the new team so they become a cohesive and collaborative unit.
Project management topics covered:
Some practical steps a PM should take when developing a team in an on-line environment
• Team development
• Challenges of forming a new team in a virtual environment
• Behavioural dynamics of project teams
About the Presenters:
Tony Llewellyn
Tony is a director at Resolex, a firm specializing in team development. Much of his earlier career was spent working in the Construction and Real Estate sectors, but since 2011 he has been pursuing a long-term interest in interpersonal dynamics and the effectiveness of people working in groups
He is a visiting lecturer at the University of Westminster, as well as a guest lecture at a number of other UK universities. Tony has written three books around the theme of building effective teams. His third book entitled ‘Big teams’ was published on 24 March 2020.
Paolo Fidelbo
Paolo is a Construction Manager and Safety Manager with ten years of experience gained working in the transport infrastructure sector for public agencies.
In 1999, as a volunteer at an educational agency, he began to study behavioural models, emotional intelligence and cognitive biases.
He is a lecturer in project management for the professional chamber at Fondazione Ordine degli Ingegneri di Catania since 2018. He has also founded the professionals network reSTART that aims to provide companies with services to foster change management by creating a people-oriented culture.
Paolo is the Chair of Sicily Branch of the PMI Southern Italy Chapter.
The Challenge - Developing Innovation CapabilityChiaBoon Lui
Hi, I am currently looking into this challenge. If you are interested to explore together or simply talk about it, feel free to reach out at chiaboon.lui@gmail.com.
Put this short slide deck together as have been using #ActionLearning as a method for #SME Businesses to consider problems and implement solutions via #PeerSupport. Contact www.HumanCapitalDept.com for more info.
Leuphana Conference on Entrepreneurship 2015Norris Krueger
Great newer conference that focuses on creativity & innovation at Leuphana University in Luneberg! Silke Tegtmeier and her team has done a great job again thus year:
http://www.leuphana.de/zentren/rce/konferenz.html
My keynote on the entrepreneurial mindset: We talk about it all the time but never really define it :) So... how do we better understand it? Define it? Measure it? Change it? Ping me if you want to join the discussion! (And ACTION!)
Lately, it seems that process became trendier than core leadership skills. Agile, Scrum, Kanban stole the focus.
BUT - it is leadership that fuels process adoption rather than process auto-magically fixing disfunction teams.
In this talk we'll explore what went wrong in this process adoption race: from hiring or promoting the wrong people, avoid setting clear expectations from our leaders, to dropping lean practices due to lack of deep understanding (forgetting why we started to begin with).
The dark side is interesting to explore, but we are here for the bright light - we will bring the FOCUS back to how we want our leadership to look like.
We'll try to figure out how we want our leaders to look like in the "Agile era"
Agenda:
== THE WHY ==
- The essence
- Goals balance
- Surviving in chaos
- Team leader definition
- Business vision
- Throughput .vs. latency
- Confidence is not cheap
- Risks management
- Beautiful code
- Beautiful document
== THE HOW ==
- Visibility over progress
- Must, Delegate and External
- Ownership as a driver
- Define “minimum working unit” early
- Define “done” that works for you
- Quality is God (or at least Jesus)
- Test to last
- Bullets knowledge base
- Estimate together
- Teach to move forward
Scrum and Personal Agility are simple frameworks for getting good at getting the right things done. Scrum is team-based framework, Personal Agility is an individual or pair-oriented framework. How are they similar? And how does Personal Agility help you in contexts where Scrum is not appropriate?
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
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
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
1. Agile To the Top
of the Pyramid
Do you really want it ? Can you Live without ?
#AgileToTheTop
#AtBru @AgileBelgium
@LucTaesch
http://www.taesch.com/agiletothetop
4. Agile Transformation?
• Agilify to better live and co-laborate together
• Produce better, in a more intelligent way , new things (learning, together)
• Not just produce faster , more, of the same things (doing, together ,
and even this remains a challenge)
• Agilify an Organization:
• a Trans-formation of individuals , and collectively , of groups , ( and
groups of groups..)
• Not (just) adding abilities, practices or tools
• Trans-Forming, is more about « being » than « having »
5. (My) Observation:
• Today, the « industrial » deployment of agile :
• Does not affect the management layers above the team leader
• And then the system keeps on operating in a « sovietic »
fashion
• Disclaimer : here we do not talk from a Liberated Company
standpoint, deliberately. The concern is more for CAC 40
companies than startups or 10 peoples SME
• However what is developed hereafter is also applicable there,
and also to the other transformations like digital
transformations…
6. (My) Intention:
• 75 % : « Why ». Understanding the problem. This is already a huge step forward
• otherwise, you are doomed to fail again and again, (« more of the same thing ») .
• Managers who tested this approach, said as a realization: « Well, now at least, I
can put words on my feelings… » (Joke in French : Mot-dèle)
• 20 %: « How ». Designing a BluePrint for a possible Solution, (Patterns)
• 5% : Illustrate « what » I did for 2 years with an administration and share some
hints
• I could do 3 sessions just on this « what » topic, or even a 1000 pages book. But it would not be helpful
to understand « why » I did this.; and then to taylor it to your own case. ( this would be cool for my ego,
none the less, but less useful for you :-) . Besides, the original 2h presentation had to be retrofitted in a
1h slot :-).
8. ( Understand ) The Problem :
• Model the management
• Observe what comes out of it
• Model the agile deployment, as of today
• See the gap
• Orient: Defeat confusion and bring clarity : set
landmarks, a scale to evaluate, and make sense (Dilts)
10. The Solution :
• What is required so that it works ?
• which levels to reach ?
• How to do it ?
• What is necessary in the Environment to make it
work?
• Comparison of 3 levels of autonomy (more landmarks)
11. Illustration with an example
of deployment of the solution
• Administration of 700 people, Multi sites
• Sessions with the EXCOM, Managers (100+), One
division from the floor to the ceiling
• A Service, with a boss initially no really convinced,
raised its productivity of 18% after a one hour meeting
of auto-organisation (measurement stable across 8
weeks)
14. The problem :
• Model the management
• Observe what comes out of it
• Model the agile deployment, as of today
• See the gap
• Orient: Defeat confusion and bring clarity : set
landmarks, a scale to evaluate, and make sense (Dilts)
15. Understand with the
Dilts pyramide
• One example : a football team
• Another Example : A management Team !
16. What is not useful to work as
a team in this :
• If this is useful, is everything fitting in the same category ?
• (try and put words on the categories.. 3Mn)
need a football
playground
practice dribbling
learn the rules of
the game
Keep the head in
the game
motivate players to
demonstrate
respect and
reliability
recognize what
makes a player
special
18. Level
Identity Mission x
Belief/ Values
Permission
/ Motivation
x x
Capability Direction x x
Behaviors Actions x
Environnement Constraints x
needafootball
playground
practicedribbling
learntherulesof
thegame
Keeptheheadin
thegame
motivateplayersto
demonstrate
respectand
reliability
recognizewhat
makesaplayer
special
Capacity-ability
20. Level
Identity Mission x
Belief/ Values
Permission
/ Motivation
x x
Capability Direction x x
Behaviors Actions x
Environnement Constraints x
needanoffice
space
practicekeyboard
typing
learnthe
processes
Keeptheheadin
thegame
motivate
collaboratorsto
demonstraterespect
andreliability
recognizewhat
makesacollaborator
special
Capacity-ability
21. Landmarks
• Bateson : levels of learnings
• Dilts : Logical levels of thinking
• Spine : Needs, Beliefs and Values, Principles,
Practices, Tools
22. Level Bateson
Vision Trans-Mission
Level 4 Learning: a full community changes
its identity, its mission
(ecosyste
me)
Identity Mission
Level 3 Learning: new beliefs <-> new
identities
besoins
Belief/ Values
Permission /
Motivation
Level 2 Learning: new beliefs, (enable ->)
(require <-) new capabilities
croyance-
valeur
Capability Direction
Level 1 Learning:
new behaviors -> new (cap)abilities
principes
Behaviors Actions Level 0: reflex pratiques
Environnement Constraints Outils
Trans-
Formation
23. Level Question
Role of the
Coach
Spine
Vision Trans-Mission
What I
(fore)see
for who, for
what
awakener (ecosystem)
Identity Mission what I am who sponsor needs
Belief/ Values
Permission /
Motivation
what I
believe
why mentor
believes/
values
Capability Direction
what I am
capable of
how, how
much
teacher principles
Behaviors Actions what I do what
coach
(performative)
pratices
Environnement Constraints
what
surrounds
me
where, when
, with what
guardian,
guide
Tools
culture
24. Level Question
Role of the
Coach
Spine
Vision Trans-Mission
What I
(fore)see
for who, for
what
awakener (ecosystem)
Identity Mission what I am who sponsor needs
Belief/ Values
Permission /
Motivation
what I
believe
why mentor
believes/
values
Capability Direction
what I am
capable of
how, how
much
teacher principles
Behaviors Actions what I do what
coach
(performative)
pratices
Environnement Constraints
what
surrounds
me
where, when
, with what
guardian,
guide
Tools
Mastery)
[Pink]
Autonomy
[Pink]
Purpose)
[Pink]
25. The problem :
• Model the management
• Observe what comes out of it
• Model the agile deployment, as of today
• See the gap
• Orient: Defeat confusion and bring clarity : set
landmarks, a scale to evaluate, and make sense (Dilts)
26. Model the management
• Three levels : proximity, operational, stratégic
• Definition
• Model
27. Level Team Leader Mid-Manager ExCom
Proximity
Manager
Operational
Manager
Strategic
Manager
Coordinate,
Attribute the work
Set Objectives,
Coordinate efforts
to reach them
Elaboratee a vision,
a strategy
I am a
coordinator
I am a planner
(visionary) +(planner ,
guardian)
Identity Mission
Belief/ Values
Permission /
Motivation
Capability Direction
Behaviors Actions
Environnement Constraints
28. Level Team Leader Mid-Manager ExCom
Proximity
Manager
Operational
Manager
Strategic
Manager
Coordinate,
Attribute the work
Set Objectives,
Coordinate efforts
to reach them
Elaboratee a vision,
a strategy
I am a
coordinator
I am a planner
(visionary) +(planner ,
guardian)
Identity Mission x
Belief/ Values
Permission /
Motivation
Capability Direction x
Behaviors Actions x
Environnement Constraints
29. Observe
• How levels are spread on functions
• The gap at belief/value level
• Who is in charge ? HR ? Chief Manipulation Officer ?
• Does it matter ?
30. Can you transform without
changing ?
• belief , culture , identity, mission
• Einstein : « Problems cannot be solved with the same
mind set that created them. »
• Watzlawick : « more of the same thing » versus
« doing differently ». (« thinking out of the box »)
• Or -> And at the same time.. (polarity management).
31. A reorganiation what does it
looks like ?
• what happens every other year in an organization ?
• is it a transformation ?
32. Level Team Leader Mid-Manager ExCom
(REORG !)
Proximity
Manager
Operational
Manager
Strategic
Manager
Coordinate,
Attribute the work
Set Objectives,
Coordinate efforts
to reach them
Elaboratee a vision,
a strategy
I am a
coordinator
I am a planner
(visionary) +(planner ,
guardian)
Identity Mission x
Belief/ Values
Permission /
Motivation
(x) (x)
Capability Direction (x) x
Behaviors Actions x
Environnement Constraints
33. The problem :
• Model the management
• Observe what comes out of it
• Model the agile deployment, as of today
• See the gap
• Orient: Defeat confusion and bring clarity : set
landmarks, a scale to evaluate, and make sense (Dilts)
35. Model Agile Deployment,
today
• scrum training: which levels are touched ?
• practices and training = behavior and cognitive
abilities.
• recrutement : could you please deliver a pallet of
coach/scrumasters, and by tomorrow?
Level 1
Learning
[Bateson]
37. See the gap
• Which levels are touched by agile deployment today ?
• Which levels are not touched ?
• Which level of management can NEVER be impacted ?
• And then, can the system be changed ? trans-
formed ?
38. Take-away
• Agile deployment as of today do not tranform the management chain
• So what ?
• Awareness, and a Shift are NECESSARY . high enough in the pyramid, in order
to :
• Authorise to affect the beliefs and valeurs ( otherwise no change occurs)
(Permission)
• Create a safe space to experiment ( otherwise triggers reactivity and
resistance) (Structure)
• See, Under-stand, Welcome, Participate to what happens (Motivation)
• Give time and space to INTEGRATE the changes (Mature, shifts at identity &
culture level)
39. Aim for the right level
• Technically , a Trans-formation is a Level 3 (4)
Learning, not 1 ( Bateson).
• It is about changing a system. consciously.
• Not just adopting fancy stances.
• or adding some tools to go faster ( in the wall) .
42. What would the solution look
like :
• What needs to be done to make it work ?
• Which level to aim for ?
• How to do it ?
• Which Environment is necessary ?
• Let’s compare 3 levels of autonomy (to set landmarks)
43. Let’s compare 3 levels of
autonomy
• Set Landmarks for autonomy development
• Autonomisation of a team
• Agilification of a team
• Product Innovation- Design Thinking
44. Group activities
• Can be Slotted in 4 categories. A Normal « Meeting » is a messy melting pot of these…
• (Information)
• Coordination : who does what ?
• Task T needs be done, who can do this ?
• Decision T1/ T2 : we need to decide on …
• In the (existing) frame : John is ill today, he was on call today, Paul got the same skilleset,
Paul takes over
• Outside the Frame: John is ill today, he was on call today, Nobody got the same skillset,
Lets try and put Paul & Arthur in tandem (as both have part of the skill set)
• Investigation : Wow, I have no clues how to …
• we need to decide on framework X vs Y, who can share opinions? , and how can we
decide ? experiment maybe ?
45. Level Coordination T1 Decision T2 Decision Investigation
Production
Identity Mission
Belief/ Values
Permission /
Motivation
Capability Direction (x)
Behaviors Actions x
Environnement Constraints (x)
46. Level Coordination T1 Decision T2 Decision Investigation
Production Agile Agile
Identity Mission
Belief/ Values
Permission /
Motivation
(x)
Capability Direction (x) (x) x
Behaviors Actions x x
Environnement Constraints (x) x
in the box
(pre agreed frame) out of the box:
OMG ! FEAR !
Decision Technique:
Authoritative ->
Consensus ->
Consent
47. Level Coordination T1 Decision T2 Decision Investigation
Production Agile Agile
Product
Innovation
Design Thinking
Identity Mission x
Belief/ Values
Permission /
Motivation
(x) x
Capability Direction (x) (x) x x
Behaviors Actions x x x
Environnement Constraints (x) x x
48. Walk like an Egyptian
• Imagine a team that « mutated » its value systems.
How welcomed will it be back in the pyramid ?
49. What would the solution look
like :
• What needs to be done to make it work ?
• Which level to aim for ?
• How to do it ?
• Which Environment is necessary ?
• Let’s compare 3 levels of autonomy (to set landmarks)
50. What needs to be done to
make it happen ?
• « Authorised » beliefs and behaviors
• Perception of danger : behavior of avoidance ( freeze) , fleeing,
fight
• Safety : Play, exploration
• Which one favors development ? evolution ?
• Let’s be clear in which space we stand ..
• What happens with ambiguity ? -> put your cards on the table !
• Values: motivate to dare doing what was forbidden before !
51. To change a belief, a value:
give me a reason, a motivation, … and the
autorisation
• I desire it, I can do it, I know how to do it:
• Authorize it, Value it, ...
• and spot the contradictions as they raise … :
Tensions
• beliefs : from assets to commodities
52. What would the solution look
like :
• What needs to be done to make it happen ?
• Which level to aim for ?
• How to do it ?
• Which Environment is necessary ?
• Let’s compare 3 levels of autonomy (to set landmarks)
53. What would the solution look
like :
• What needs to be done to make it happen : create a safe space to
permit changes,
• (and spot contradictions with « execution », as they araise)
• Which level to aim for ? Beliefs and Values / Identity & Mission : Culture
• How to proceed : raise autonomy, by stages ( visualize and measure),
(and keep on breathing (ventilate) during integration period ! )
• The Environment : create a (virtual) safe space to foster
experimentation, ( and still, run the prod ! )
• Climb the 3 levels of Autonomy, by stages : Coordination, Decision (T1,
T2) , Investigation
62. Put the cards on the table
Activité
Faire
Coordonner
Décider
Attitude
Activité
Faire
Intention
Décider
Attitude
Réflexion, Inspiration
Décision hors cadre
Décision en groupe, collaborative
Adapter le cadre Créer le cadre
Faire sens à partir de la réalité
Expérimentation, Itération Voir le cadre
Clarifier l’Intention
Clarification Vision
Expression Authentique Ecoute Empathique
Ensemble
Ensemble
On est pas sur de savoir
Soutien Equivalence Confiance
Respect
Besoin de clarté Ambiguité
Chercher comment
Chercher ensemble
Coopération
Non directif (<> laisser aller)
Inconfort
Apprendre (ensemble)
Autonomisation (<> indépendance)
Structurer l’influence
Permission implicite
Exécution
Besoin de
Clarté
Vue large
focus
Action,
Réalisation
Dire,
Savoir
Faire Sens
@LucTaeschV 2.3@LucTaesch
Décision dans le cadre
Demande d’action
On sait ce qu on fait, on l’a déjà fait
Répétitif
Production , Optimisation
Exécution
Information (sur l’activité)
Coordination
Consigne claire
On sait comment faire, avec qui , on à déjà fait çà
On a déjà travaillé ensemble
Seul Dans le cadre On sait réussir du premier coup
Commander, controler Demande d’Authorisation
Hiérarchique, sachant
Dire Comment, Directif, Prescriptif
Zone de confort Conformance
Compétition Refuser l infuence
Défense du territoire
Demande de status
Information (sur le système)
Amélioration, Innovation
bottomupmodel.wordpress.com
Emergence