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Facilitation for the Facilitator - Techniques and Exercises for Specific Goals or Outcomes
The document provides an overview of a facilitation guide for workshops focused on techniques and exercises for specific goals and outcomes, introducing the facilitator Beth Wong and covering topics such as brainstorming exercises, trends in agile adoption, challenges in engagement and retention, agile assessment practices, and a continuous improvement exercise.
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Facilitation for the Facilitator - Techniques and Exercises for Specific Goals or Outcomes
- 1. Facilitation for the Facilitator Techniques& exercises for specific goals & outcomes June 2016
- 2. Meet your Guide BethWong • Enabler • Experience: 10 years industry • Specialties: Agile, Team & Program & Executive level Coaching and training • Practitioner, consultant, trainer, author, speaker and community organizer
- 3. Exercise time Evil Twin:Brain storming, self reflection, setting expectations
- 4. State of Lean& Agile Trends of Today & Tomorrow
- 5. Commercial Success ofAgile Methods Thanks to VersionOne, 2015 9th Annual State of Agile Development Survey
- 6. 1. Only 13%of all employees are “highly engaged.” 26% are “actively disengaged.”1 2. Only 54% of employees recommend their company.2 3. In hi-tech, two-thirds of all workers believe they could find a better job in less than 60 days.3 4. 80% believe their employees are overwhelmed with information and activity at work.4 5. More than 70% of Millennials expect their employers to focus on societal or mission-driven problems.5 Gallup 2014, Glassdoor, Dice, Tech Salary Survey, Deloitte Human Capital Trends 2014, Deloitte, The Millennial Survey 2014 http://www.forbes.com/sites/joshbersin/2014/04/04/the-five-elements-of-a-simply-irresistible-organization/ The Bad News
- 7. Would leave tomorrowor actively looking Old-Fashioned Management Styles Working Environment Feeling Disengaged Uninspiring Work Image from Huffington Post Depression, Complaints & Disillusionment 85% 79% 75% 70% 50%
- 8. An Age ofCreative Destruction… At this rate, 75% of the S&P 500 should be replaced by 2027. Source: http://www.innosight.com/innovation-resources/strategy-innovation/upload/creative-destruction-whips- through-corporate-america_final2012.pdf Average Lifespan on S&P in Years:
- 9. Exercise time Hydra: Problemsolving, communication, team building, active listening
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- 11. Exercise time Team Awareness:Team Agile Assessment Survey
- 12.
- 13. Exercise – AwesomeIsland List forces driving and restraining improvement in Value Delivery in your team/organization. 1. Draw a sailboat, floating on a waterline 2. Determine the goals for your Awesome Island 3. Determine the Next Target State 4. List Driving Forces as “winds” above the waterline 5. List Restraining Forces as “anchors” below the waterline 6. Discuss ways your team can reduce or eliminate restraints 7. Pick 2-3 Actions to try
- 14. Awesome Island Legend Awesome Planfor Next Target Next Target Moving us Forward Holding us Back 1 2 3 5 4
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- 16. Upcoming Events 2016 Ourteam wants to connect with you online! Find us @LitheSpeed Interested in Agile? Become a Certified ScrumMaster Upcoming Houston Classes with LitheSpeed President Sanjiv Augustine: June 23-24 July 21-22 August 24-25 Stop by the LitheSpeed booth to learn more about Agile and Lean training, coaching, and consulting.
Editor's Notes
- #4 Have everyone work in groups of 5-6. 3 minutes to work individually writing down qualities or expectations, starting with TERRIBLE Agile Team 2 minutes to post-and-share 3 minutes to work individually writing down qualities or expectations, starting with BEST Agile Team 2 minutes to post-and-share
- #10 /// INSTRUCTIONS ///---Participants are divided into groups of 5-8. One person, a "PM," is chosen from each group by the facilitator and sent outside the room to select any object they like (don't need to bring it back). The team members must then ask "yes" or "no" questions to try and figure out what the object is. Whichever group correctly guesses the object first then absorbs ALL the PM's into their group. In the next round, the groups may self-select a new PM, or a new PM can be assigned to each group by the facilitator. The activity is repeated, through 5 rounds.Agile: 1 minute to bring the new person up to speed and a strategy. Now have the groups pick a client's product or need. Have the group ask good questions to see if they can figure out what it is they are wanting /// DEBRIEF ///---How was that? What was it like when your group grew/shrunk?===How are these scenarios similar to what you and your teams will be experiencing as you transition to Agile?===How can you use this experience to help your teams adjust? *Discuss:*===Did you do a retro on what worked? Did you onboard the new person on your team, to catch them up to speed.• Changes in chemistry based on ppl coming on/leaving the team• Size of team—what's ideal?• Strategy for winning? (having a strategy going into a client meeting is important, but it should be revisited if changes are made to the team or the combination of ppl going to a client meeting is different than usual)• Problem solving• How was it to go from one team to another? Did you feel out of place if you weren't briefed on the team's strategy?
- #12 See Team Agile Assessment survey PDF in PMI Houston folder in Dropbox. Be sure to print multiple copies for the table Ask folks to get into the groups they were in before. Take 3-4 minutes to fill out the sheets and then discuss at their tables