Agile software development teams are self-organizing, so how are they managed? This presentation will help you understand the leadership and coaching necessary for highly productive and motivated teams.
This document contains conclusions from a study on performance appraisal systems that model servant leadership. It discusses how such systems promote outcomes that are consistent with treating employees as lovingly as oneself. The document also discusses how appraisal systems should be designed and administered in a way that truly benefits employees, requiring commitment of resources and humility. It concludes that performance appraisals can be a key spiritual discipline if approached properly.
The document discusses the characteristics of effective teams, including having basic needs met, mutual trust and respect, complete communication, commitment to growth, consensus, balanced process, shared responsibility, shared leadership, and shared vision. It also discusses Maslow's hierarchy of needs and the TIER model framework for facilitating effective teamwork, which focuses on developing the team and individuals, enabling the process, and recognizing the team. Overall, the key points are that effective teams require meeting basic needs, trust, communication, and shared goals and leadership in order to be productive and achieve desired results.
This document summarizes the services of HSR Consulting, which provides assessments, coaching, and workshops to improve teamwork and leadership. They use assessments like DiSC and the Five Behaviors of a Cohesive Team to understand personalities, improve morale, and increase productivity. Their approach involves building trust, implementing assessments, measuring results, and following up to ensure long-term success. They aim to guide teams and organizations to function at a higher level through hard work and developing customized programs.
http://finishedexams.com/homework_text.php?cat=2289
Immediate access to solutions for ENTIRE COURSES, FINAL EXAMS and HOMEWORKS “RATED A+" - Without Registration!
This document outlines the benefits of training for both organizations and employees. It discusses how training leads to increased profitability, morale, and employee retention for organizations by minimizing performance issues and accidents. For employees, training increases job satisfaction, interactive skills, opportunities for growth, and helps eliminate fear of new tasks. It also identifies factors that influence training, such as economic cycles, talent management, and globalization.
This document contains conclusions from a study on performance appraisal systems that model servant leadership. It discusses how such systems promote outcomes that are consistent with treating employees as lovingly as oneself. The document also discusses how appraisal systems should be designed and administered in a way that truly benefits employees, requiring commitment of resources and humility. It concludes that performance appraisals can be a key spiritual discipline if approached properly.
The document discusses the characteristics of effective teams, including having basic needs met, mutual trust and respect, complete communication, commitment to growth, consensus, balanced process, shared responsibility, shared leadership, and shared vision. It also discusses Maslow's hierarchy of needs and the TIER model framework for facilitating effective teamwork, which focuses on developing the team and individuals, enabling the process, and recognizing the team. Overall, the key points are that effective teams require meeting basic needs, trust, communication, and shared goals and leadership in order to be productive and achieve desired results.
This document summarizes the services of HSR Consulting, which provides assessments, coaching, and workshops to improve teamwork and leadership. They use assessments like DiSC and the Five Behaviors of a Cohesive Team to understand personalities, improve morale, and increase productivity. Their approach involves building trust, implementing assessments, measuring results, and following up to ensure long-term success. They aim to guide teams and organizations to function at a higher level through hard work and developing customized programs.
http://finishedexams.com/homework_text.php?cat=2289
Immediate access to solutions for ENTIRE COURSES, FINAL EXAMS and HOMEWORKS “RATED A+" - Without Registration!
This document outlines the benefits of training for both organizations and employees. It discusses how training leads to increased profitability, morale, and employee retention for organizations by minimizing performance issues and accidents. For employees, training increases job satisfaction, interactive skills, opportunities for growth, and helps eliminate fear of new tasks. It also identifies factors that influence training, such as economic cycles, talent management, and globalization.
Top 5 Reasons Not To Ignore Facebook Ads (Even If You Think Your Prospects Ar...Nicola Cairncross
Nicola Cairncross shares her "Top 5 Reasons Not To Ignore Facebook Ads (Even If You Think Your Prospects Are On LinkedIn)" presentation at the Excela Infusionsoft Users Conference 3 June 2015 in Cheltenham.
TCIOceania14 High performing countries + clusters @ workTCI Network
Rodin Genoff presented on high performing countries and clusters at work. Some key findings were that countries like Sweden, Singapore, and Denmark have high costs but also have high performance, generating current account surpluses. Characteristics of smart companies and leaders included collaborative and participative leadership, operating across industries, and seeing opportunities in uncertainty. A case study on Denmark's wind industry cluster project showed how mapping connections and creating business opportunities helped companies thrive in a high cost environment. The presentation provided frameworks for understanding supply chain networks and company competitiveness to help clusters and companies identify opportunities to work together and win contracts.
TCIOceania14 The importance of facilitation in supporting effective networkin...TCI Network
HunterNet is a cluster of over 200 manufacturing, engineering and consulting small and medium enterprises in Australia's Hunter region that was established in 1992. The document discusses the importance of facilitation in supporting effective networking and clustering. It provides background on HunterNet and outlines key lessons learned over its 12 years, including that leadership and vision comes from within the cluster, trust is built through knowledge sharing, and a cluster facilitator can add value by driving innovation, marketing the region, and connecting members to opportunities. Finally, it concludes that clusters enhance innovation and economic growth when they effectively facilitate knowledge sharing networks and promote regional branding.
This document discusses the imperatives for Australia's manufacturing future and the role of META (Manufacturing Excellence Through Advanced technologies) in addressing them. META is a collaborative network of manufacturers and researchers aiming to advance manufacturing in Australia. The summary discusses META's strategy of focusing on 500 companies/researchers, collaboration across industries and with universities, and tangible outcomes through collaboration hubs and projects. META's activities include international benchmarking, collaborative activities and databases, and leveraging existing community networks to integrate activities at a national level.
The document discusses theories of second language acquisition and whether it is possible for adults to learn a second language. It summarizes theories by Lenneberg, Chomsky, Skinner, and Krashen that suggest there is a critical period for language learning and that adults find it more difficult than children. However, it notes that many studies refute these theories and there are examples of successful adult second language learners. The document also discusses Hymes' theory of communicative competence and how language is learned through social interaction. It concludes that learning a second language is possible for people of any age and rejects the idea that only children can acquire a new language.
Most of us do not make life and death decisions every day. However, we do make decisions that impact our well-being and the well-being of others. This presentation introduces the concept of flow-based decision making using the fire service as a model for training in active consciousness and situational awareness.
Presented at the First Annual Conference for the Society for Consciousness Studies held at the California Institute of Integral Studies in San Francisco on 5/31/14. www.consciousnessconference.org
Cluster basics: Managing a Multi-disciplined Cluster ProgrammeTCI Network
The document repeatedly lists the URL www.ugandaclusters.com over multiple lines without any other text or context. It provides no meaningful information that can be summarized.
Colombian Cluster Network - Expectations alignement by evaluation TCI Network
The document summarizes Colombia's efforts to establish a Colombian Cluster Network (Red Cluster Colombia) to promote economic competitiveness through clustering initiatives. It notes that over 80 cluster initiatives have been implemented but regional disparities remain. In response, Colombia is developing a tool to monitor and evaluate clusters which will help design better cluster policies and allow learning from comparisons. The evaluation framework will assess cluster governance, objectives, processes, projects and results/impacts. Challenges include adapting international best practices to less developed regions and limited regional data availability.
TCI 2013 The new agenda of value in PortugalTCI Network
This document discusses Portugal's need to develop new economic opportunities and competitive advantages in the face of global changes. It proposes "The New Agenda of Value in Portugal" which focuses on becoming a start-up nation through innovation, developing an innovation society with global products and smart specialization, and establishing Portugal as an intelligent hub through open innovation and attracting strategic foreign direct investment. Key aspects include developing clusters of innovation in high tech, new industries, new energies, and nature to create value and competitive capabilities for Portugal's future economy.
TCI2012 Building Marketing Externalities to Improve Agribusiness Clusters Com...TCI Network
Christian Felzensztein on Marketing Externalities to Improve Agribusiness Clusters Competitiveness - A perspective from proximity, presented at the 15th TCI Global Conference, Basque Country 2012.
La TNT es la convención más grande de anime en México para los amantes de Dragon Ball y otros géneros. Se llevará a cabo el Instituto de Educación Media Superior del Distrito Federal, IEMS 3 Iztapalapa. El documento describe las diferentes barras de herramientas en PowerPoint como la barra de título, barra de menús, barra de formato, barra de dibujo y barra de estado.
The document provides guidance on writing a personal response exam for The Pearl or The Lord of the Rings. It outlines that a personal response requires two paragraphs, with an introductory sentence and concluding sentence. Observations must be about the story, not context, and supported by examples from the text. Writing should use precise vocabulary and avoid slang. Verb tense and homophones must be used correctly. The June exam will require a 200-250 word personal response on one of the texts.
TCI 2015 Incentives and Support Policies for the Video Game Industry and Clus...TCI Network
This document discusses incentives and support policies for developing successful video game industry clusters in selected countries. It provides an overview of the global games industry and trends. Examples are given of successful clusters in Canada-Quebec and Spain-Catalonia that benefited from tax credits, grants, incubators, training programs and collaboration between industry and universities. Recommended instruments for developing clusters include tax credits, financial support, education programs, co-working spaces, and improving market access and data.
Bilintx was a Basque improvisational poet who lived in San Sebastian, Spain from 1831-1876, writing largely in the Basque language. He associated with liberal circles in the city, interacting with figures like Sarafin Baroja and Manterola during the period between the Carlist Wars.
TCI 2014 Raising the regional governments´ commitment to the shared value cre...TCI Network
This document discusses cluster development in the Czech Republic and opportunities for improvement. It notes that over 60 cluster organizations have received public funding but regional governments have minimal interaction with and knowledge of clusters. It proposes developing methodologies for regional and national cluster policies, improving cluster governance and funding, and building capacity for cluster management and internationalization to optimize cluster performance. Regional government engagement is identified as key to enabling shared value creation through clusters.
This document proposes adopting agile practices in IT support and operations teams to address challenges around siloed organizations, long delivery cycles, lack of flexibility and automation. It recommends conducting assessments, establishing governance, running discovery workshops, and coaching squads on agile principles like continuous delivery, lean processes, measurement and collaboration. Key metrics for success include increased deployment frequency and quality, decreased failure rates, faster recovery times, and improved customer satisfaction.
Proactive Governance & Adoption In Microsoft 365 - M365OttawaRichard Harbridge
Proactive governance of Microsoft 365 is critical as organizations continue to depend more and more on the competitive advantage and productivity it can provide. Microsoft 365’s value and impact are dependent on whether it is leveraged (adopted) and how efficiently it is leveraged (governance). However Microsoft 365 can be daunting to tackle around governance and management. Where do you start? Is Microsoft Teams governance what should be prioritized first? What part of Teams governance? The Microsoft Teams lifecycle and the Microsoft Teams lifecycle management? What do the business stakeholders lead, and what does IT lead? How do we drive adoption pro-actively while improving coordination, management, and end-user experiences with effective governance?
Join Richard Harbridge, a Microsoft MVP and internationally recognized expert on Microsoft 365 and the Digital Workplace, as he shares proven approaches to getting started with and succeeding in establishing and improving Microsoft 365 Governance. In shifting from a reactive approach to Microsoft 365 governance to a pro-active one and from a reactive approach to adoption to a pro-active approach to adoption that drives better results, accomplishes more with less, and empowers the organization to maximize the value of their digital workplace.
Top 5 Reasons Not To Ignore Facebook Ads (Even If You Think Your Prospects Ar...Nicola Cairncross
Nicola Cairncross shares her "Top 5 Reasons Not To Ignore Facebook Ads (Even If You Think Your Prospects Are On LinkedIn)" presentation at the Excela Infusionsoft Users Conference 3 June 2015 in Cheltenham.
TCIOceania14 High performing countries + clusters @ workTCI Network
Rodin Genoff presented on high performing countries and clusters at work. Some key findings were that countries like Sweden, Singapore, and Denmark have high costs but also have high performance, generating current account surpluses. Characteristics of smart companies and leaders included collaborative and participative leadership, operating across industries, and seeing opportunities in uncertainty. A case study on Denmark's wind industry cluster project showed how mapping connections and creating business opportunities helped companies thrive in a high cost environment. The presentation provided frameworks for understanding supply chain networks and company competitiveness to help clusters and companies identify opportunities to work together and win contracts.
TCIOceania14 The importance of facilitation in supporting effective networkin...TCI Network
HunterNet is a cluster of over 200 manufacturing, engineering and consulting small and medium enterprises in Australia's Hunter region that was established in 1992. The document discusses the importance of facilitation in supporting effective networking and clustering. It provides background on HunterNet and outlines key lessons learned over its 12 years, including that leadership and vision comes from within the cluster, trust is built through knowledge sharing, and a cluster facilitator can add value by driving innovation, marketing the region, and connecting members to opportunities. Finally, it concludes that clusters enhance innovation and economic growth when they effectively facilitate knowledge sharing networks and promote regional branding.
This document discusses the imperatives for Australia's manufacturing future and the role of META (Manufacturing Excellence Through Advanced technologies) in addressing them. META is a collaborative network of manufacturers and researchers aiming to advance manufacturing in Australia. The summary discusses META's strategy of focusing on 500 companies/researchers, collaboration across industries and with universities, and tangible outcomes through collaboration hubs and projects. META's activities include international benchmarking, collaborative activities and databases, and leveraging existing community networks to integrate activities at a national level.
The document discusses theories of second language acquisition and whether it is possible for adults to learn a second language. It summarizes theories by Lenneberg, Chomsky, Skinner, and Krashen that suggest there is a critical period for language learning and that adults find it more difficult than children. However, it notes that many studies refute these theories and there are examples of successful adult second language learners. The document also discusses Hymes' theory of communicative competence and how language is learned through social interaction. It concludes that learning a second language is possible for people of any age and rejects the idea that only children can acquire a new language.
Most of us do not make life and death decisions every day. However, we do make decisions that impact our well-being and the well-being of others. This presentation introduces the concept of flow-based decision making using the fire service as a model for training in active consciousness and situational awareness.
Presented at the First Annual Conference for the Society for Consciousness Studies held at the California Institute of Integral Studies in San Francisco on 5/31/14. www.consciousnessconference.org
Cluster basics: Managing a Multi-disciplined Cluster ProgrammeTCI Network
The document repeatedly lists the URL www.ugandaclusters.com over multiple lines without any other text or context. It provides no meaningful information that can be summarized.
Colombian Cluster Network - Expectations alignement by evaluation TCI Network
The document summarizes Colombia's efforts to establish a Colombian Cluster Network (Red Cluster Colombia) to promote economic competitiveness through clustering initiatives. It notes that over 80 cluster initiatives have been implemented but regional disparities remain. In response, Colombia is developing a tool to monitor and evaluate clusters which will help design better cluster policies and allow learning from comparisons. The evaluation framework will assess cluster governance, objectives, processes, projects and results/impacts. Challenges include adapting international best practices to less developed regions and limited regional data availability.
TCI 2013 The new agenda of value in PortugalTCI Network
This document discusses Portugal's need to develop new economic opportunities and competitive advantages in the face of global changes. It proposes "The New Agenda of Value in Portugal" which focuses on becoming a start-up nation through innovation, developing an innovation society with global products and smart specialization, and establishing Portugal as an intelligent hub through open innovation and attracting strategic foreign direct investment. Key aspects include developing clusters of innovation in high tech, new industries, new energies, and nature to create value and competitive capabilities for Portugal's future economy.
TCI2012 Building Marketing Externalities to Improve Agribusiness Clusters Com...TCI Network
Christian Felzensztein on Marketing Externalities to Improve Agribusiness Clusters Competitiveness - A perspective from proximity, presented at the 15th TCI Global Conference, Basque Country 2012.
La TNT es la convención más grande de anime en México para los amantes de Dragon Ball y otros géneros. Se llevará a cabo el Instituto de Educación Media Superior del Distrito Federal, IEMS 3 Iztapalapa. El documento describe las diferentes barras de herramientas en PowerPoint como la barra de título, barra de menús, barra de formato, barra de dibujo y barra de estado.
The document provides guidance on writing a personal response exam for The Pearl or The Lord of the Rings. It outlines that a personal response requires two paragraphs, with an introductory sentence and concluding sentence. Observations must be about the story, not context, and supported by examples from the text. Writing should use precise vocabulary and avoid slang. Verb tense and homophones must be used correctly. The June exam will require a 200-250 word personal response on one of the texts.
TCI 2015 Incentives and Support Policies for the Video Game Industry and Clus...TCI Network
This document discusses incentives and support policies for developing successful video game industry clusters in selected countries. It provides an overview of the global games industry and trends. Examples are given of successful clusters in Canada-Quebec and Spain-Catalonia that benefited from tax credits, grants, incubators, training programs and collaboration between industry and universities. Recommended instruments for developing clusters include tax credits, financial support, education programs, co-working spaces, and improving market access and data.
Bilintx was a Basque improvisational poet who lived in San Sebastian, Spain from 1831-1876, writing largely in the Basque language. He associated with liberal circles in the city, interacting with figures like Sarafin Baroja and Manterola during the period between the Carlist Wars.
TCI 2014 Raising the regional governments´ commitment to the shared value cre...TCI Network
This document discusses cluster development in the Czech Republic and opportunities for improvement. It notes that over 60 cluster organizations have received public funding but regional governments have minimal interaction with and knowledge of clusters. It proposes developing methodologies for regional and national cluster policies, improving cluster governance and funding, and building capacity for cluster management and internationalization to optimize cluster performance. Regional government engagement is identified as key to enabling shared value creation through clusters.
This document proposes adopting agile practices in IT support and operations teams to address challenges around siloed organizations, long delivery cycles, lack of flexibility and automation. It recommends conducting assessments, establishing governance, running discovery workshops, and coaching squads on agile principles like continuous delivery, lean processes, measurement and collaboration. Key metrics for success include increased deployment frequency and quality, decreased failure rates, faster recovery times, and improved customer satisfaction.
Proactive Governance & Adoption In Microsoft 365 - M365OttawaRichard Harbridge
Proactive governance of Microsoft 365 is critical as organizations continue to depend more and more on the competitive advantage and productivity it can provide. Microsoft 365’s value and impact are dependent on whether it is leveraged (adopted) and how efficiently it is leveraged (governance). However Microsoft 365 can be daunting to tackle around governance and management. Where do you start? Is Microsoft Teams governance what should be prioritized first? What part of Teams governance? The Microsoft Teams lifecycle and the Microsoft Teams lifecycle management? What do the business stakeholders lead, and what does IT lead? How do we drive adoption pro-actively while improving coordination, management, and end-user experiences with effective governance?
Join Richard Harbridge, a Microsoft MVP and internationally recognized expert on Microsoft 365 and the Digital Workplace, as he shares proven approaches to getting started with and succeeding in establishing and improving Microsoft 365 Governance. In shifting from a reactive approach to Microsoft 365 governance to a pro-active one and from a reactive approach to adoption to a pro-active approach to adoption that drives better results, accomplishes more with less, and empowers the organization to maximize the value of their digital workplace.
Organizations are looking to Microsoft 365 to transform and optimize how they work. When organizations are only reactive with governance and adoption efforts, they will continue to fall behind and spend all their time firefighting, supporting, and struggling to manage and get the most out of their Microsoft 365 investments.
Proactive governance leads to greater stability, better resiliency, and much greater effectiveness. When paired with proactive adoption, you achieve far more with less. So why don’t organizations all embrace proactive governance and adoption? Why aren’t all organizations proactively tackling Microsoft Teams lifecycle management or how to best drive more significant teams' usage before and after meetings? Because it can be a daunting challenge, especially without help or a proven path forward.
Join Richard Harbridge, a Microsoft MVP and internationally recognized expert on Microsoft 365 and the Digital Workplace, as he shares the best ways to accelerate and shift Microsoft 365 governance from being reactive to being proactive. We will explore how proactive adoption aligns and compliments this proven approach and how it and the effectiveness driven by good governance help organizations maximize the value of their digital workplace and Microsoft 365 investments.
Proactive Governance & Adoption For Microsoft 365: Canadian Cloud SummitRichard Harbridge
Proactive governance of Microsoft 365 is critical as organizations continue to depend more and more on the competitive advantage and productivity it can provide. Microsoft 365’s value and impact are dependent on whether it is leveraged (adopted) and how efficiently it is leveraged (governance). However Microsoft 365 can be daunting to tackle around governance and management. Where do you start? Is Microsoft Teams governance what should be prioritized first? What part of Teams governance? The Microsoft Teams lifecycle and the Microsoft Teams lifecycle management? What do the business stakeholders lead, and what does IT lead? How do we drive adoption pro-actively while improving coordination, management, and end-user experiences with effective governance?
Join Richard Harbridge, a Microsoft MVP and internationally recognized expert on Microsoft 365 and the Digital Workplace, as he shares proven approaches to getting started with and succeeding in establishing and improving Microsoft 365 Governance. In shifting from a reactive approach to Microsoft 365 governance to a pro-active one and from a reactive approach to adoption to a pro-active approach to adoption that drives better results, accomplishes more with less, and empowers the organization to maximize the value of their digital workplace.
This document discusses the importance of proactive governance and adoption in Microsoft 365. It emphasizes that governance is about efficiency and driving digital excellence, not just risk mitigation. It recommends focusing initially on technology governance to ensure foundational elements and decisions are in place, then prioritizing enablement and addressing high risks with low effort. Templates, approval processes, and automation can help centrally govern workspace creation to improve organization and apply default configurations. Collecting metadata at provisioning provides value for labeling, protection, retention and more. Effective directory experiences that surface this data improve navigation of sites, teams and communities.
SpatzAI - Powering Bold Idea-sharing in Teams Spat by SpatDesmond Sherlock
This document proposes a toolkit called Spatz AI that aims to protect team members from minor conflicts ("spats") when sharing bold new ideas, in order to promote psychological safety. The toolkit uses machine learning on real-world data to predict team success/failure and provides tools like an intervention charter and democratic peer review process. An MVP has been created and the founder is seeking funding to pilot the toolkit with 100 participants over 1 month to collect data and further develop the app and plugins. The goal is to help innovative teams and ultimately reach the $120 million annual market in the tech industry.
The document discusses getting started with agile and provides guidance on setting up an agile team. It recommends focusing on value creation, choosing an appropriate agile pilot project based on value, constraints and risk, and setting up the team by including key roles. It also discusses establishing a delivery cadence through regular releases, building trust by delivering working software, and clearing impediments to replication success across the organization.
The document discusses a model called FlowChain for running a software-oriented organization based on lean principles. It introduces key FlowChain concepts like customer purpose, covalency, single-piece continuous flow, in-band improvement, emergence, systems thinking, and allowing people to self-organize against demand. FlowChain aims to improve responsiveness, reduce waste, and minimize work-in-process through these principles. The document then discusses what life might look like in a highly rightshifted organization that follows FlowChain principles.
So you are considering going agile, huh? Your biggest question is probably "where do I start"? This session will help you answer that question and get you started down the road to agility . Mike will explore how to choose your first project and ensure that the pilot team is setup for success. He will talk through common organizational challenges and show you how to overcome them. You'll leave this talk with the knowledge necessary to get your first team going while laying the foundation to build on that success.
Achieving Escape Velocity in Your Digital Transformation Through Product Thin...VMware Tanzu
SpringOne 2021
Session Title: Achieving Escape Velocity in Your Digital Transformation Through Product Thinking
Speakers: Gautham Pallapa, Executive Advisor at VMware; Henri van den Bulk, Executive Technical Advisor at VMware
Enterprise Risk Management | ISO 31000 Implementation training himalya sharma
Enterprise Risk Management Implementation Training on ISO 31000 done by Industry Experts, customized for you & connected to your Industry, Products & Processes
The document discusses hiring winning talent. It begins by outlining the challenges of hiring and retaining outstanding talent. It then summarizes the agenda which includes discussing the hiring challenge, an overview of the "Hiring Winning Talent" program, and the elements of the program. The program teaches a structured selection system that emphasizes past behavior questions and trained interview teams. It provides tools and skills to develop definitions of success, create effective interview questions, and conduct a disciplined hiring process to select top performers.
The document summarizes the transformation of Atlas culture from 2009 onwards from a directive style of management to a more team-based culture focused on continuous improvement. It describes how they introduced Lean concepts through training on team building, communication and problem solving. Safety teams were formed to involve all associates. Current active teams now include standard work, scheduling and process improvement. The culture is moving towards cross-functional cells and standardization with the goal of developing flexibility through cross-training and an organizational learning culture.
The self directed team works together and make their staff aware about the companies goals to know their responsibilities and commitments and provides high employee and team satisfaction.
The document discusses Agile management and provides an overview of its key principles and practices. It defines Agile as valuing customer involvement, frequent delivery of working software, collaboration, and responding to change. The document outlines the seven dimensions of software projects including value, people, functionality, quality, tools, time, and process. It then discusses how Agile managers should energize people, empower teams, align constraints, develop competence, grow structure, and continuously improve using a model of Agile management.
SpatzAI - Real-time objection app & peer review network to create a psychologically safe environment for innovative teams. Empowering members to resolve their spats before they escalate or are ignored, encouraging more innovative, yet objective teamwork.
Tvarita Consulting provides strategic HR consulting, HR outsourcing, and learning services to clients. They implement customized solutions through their 3I model of implementing, innovating, and institutionalizing practices. Their services include organization design, competency development, compensation analysis, and more. Clients praise Tvarita for their senior expertise, operational focus, and measurable results.
This document discusses the role of internal audits in enterprise risk management. It explains that internal auditors can play an active role in ERM by identifying key risk areas, meeting audit committee needs, and providing assurance on risk management, while maintaining independence and complying with standards. The webinar will help attendees understand assurance models and how audits can help organizations make best use of audit resources in developing industry best practices for risk assessment.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
OpenID AuthZEN Interop Read Out - AuthorizationDavid Brossard
During Identiverse 2024 and EIC 2024, members of the OpenID AuthZEN WG got together and demoed their authorization endpoints conforming to the AuthZEN API
Ocean lotus Threat actors project by John Sitima 2024 (1).pptxSitimaJohn
Ocean Lotus cyber threat actors represent a sophisticated, persistent, and politically motivated group that poses a significant risk to organizations and individuals in the Southeast Asian region. Their continuous evolution and adaptability underscore the need for robust cybersecurity measures and international cooperation to identify and mitigate the threats posed by such advanced persistent threat groups.
For the full video of this presentation, please visit: https://www.edge-ai-vision.com/2024/06/building-and-scaling-ai-applications-with-the-nx-ai-manager-a-presentation-from-network-optix/
Robin van Emden, Senior Director of Data Science at Network Optix, presents the “Building and Scaling AI Applications with the Nx AI Manager,” tutorial at the May 2024 Embedded Vision Summit.
In this presentation, van Emden covers the basics of scaling edge AI solutions using the Nx tool kit. He emphasizes the process of developing AI models and deploying them globally. He also showcases the conversion of AI models and the creation of effective edge AI pipelines, with a focus on pre-processing, model conversion, selecting the appropriate inference engine for the target hardware and post-processing.
van Emden shows how Nx can simplify the developer’s life and facilitate a rapid transition from concept to production-ready applications.He provides valuable insights into developing scalable and efficient edge AI solutions, with a strong focus on practical implementation.
Have you ever been confused by the myriad of choices offered by AWS for hosting a website or an API?
Lambda, Elastic Beanstalk, Lightsail, Amplify, S3 (and more!) can each host websites + APIs. But which one should we choose?
Which one is cheapest? Which one is fastest? Which one will scale to meet our needs?
Join me in this session as we dive into each AWS hosting service to determine which one is best for your scenario and explain why!
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
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HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
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DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
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5. So, What’s the point?
Tactics for managing self
organizing teams
Key principles for managing
people to maximize
productivity
Leverage the best
engineering practices and
tools for both team and
management effectiveness
Good afternoon, hope you have been enjoying DevConnections. I’ve got a session for you with some great information you can put to work on Monday morning.This session is about management; management of self-organizing teams. So what’s this thing about “Herding Pigs?”With Scrum the teams of developers that actually produce working software are called pigs – here’s the rest of the story…
Developers are committed, the others including the product owner, stake holders, etc. are only involved; the chickens.(Used with permission, includes post event distribution.)
Refine the objectivesSelf-organizing teams need some leadership to stay focused on the proper objectivesMotivation comes from the work itself and can be continually re-energizing. That’s what self-organizing teams are all about.A productive, healthy work context is essential to keeping your teams working at full potential.Leverage the tools
Stonehenge is a prehistoricmonument located in the English county of Wiltshire, about 3.2 kilometres (2.0 mi) west of Amesbury and 13 kilometres (8.1 mi) north of Salisbury. One of the most famous sites in the world, Stonehenge is composed of earthworks surrounding a circular setting of large standing stones. It is at the centre of the most dense complex of Neolithic and Bronze Age monuments in England, including several hundred burial mounds.[1]Archaeologists had believed that the iconic stone monument was erected around 2500 BC, as described in the chronology below. One recent theory, however, has suggested that the first stones were not erected until 2400-2200 BC,[2] whilst another suggests that bluestones may have been erected at the site as early as 3000 BC (see phase 1 below). The surrounding circular earth bank and ditch, which constitute the earliest phase of the monument, have been dated to about 3100 BC. The site and its surroundings were added to the UNESCO's list of World Heritage Sites in 1986 in a co-listing with AveburyHenge monument. It is a national legally protected Scheduled Ancient Monument. Stonehenge is owned by the Crown and managed by English Heritage, while the surrounding land is owned by the National Trust
The don’t harness people’s full capabilities.More focus on sameness than leveraging specializationCommand and control management
The Agile Manifesto established a common set of overarching values and principles for all of the individual agile methodologies at the time. It details four core values for enabling high-performing teams.Delivering working softwareResponding to changeCustomer collaborationIndividuals and their interactionsThese core values are supported by 12 principles, which you can find at the following Web site: Manifesto for Agile Software Development.
Talk Scrum focus and benefitsTeams self-organizing, cross functionalHarness knowledge, creativity of the whole teamUse their intellectual capacityGive the team the space it needs to function effectivelyThen talk management of people Provide the opportunity to use knowledge, creativity, experienceProvide resources and environment to get the job doneMutual understanding of expectationsWe may be on to something that works here
So an Agile Self-Organizing Team is:Autonomous: There is no single central decision-making authority. Control is distributed collectively to the team.Adaptive: The team dynamically adjusts as needed across roles, functional specialties, and other boundaries, in order to solve their own problems and improve their own performance.Accountable: The team collectively shares responsibility for results, and members hold each other accountable for outcomes.So, what am I now supposed to do?DirectorManagerSupervisorLeadBy themselves, self-organizing teams are neither "good" nor "bad." They simply "are." They require a supporting management environment (the "fitness landscape") and organizational culture that establishes, communicates, rewards and reinforces the "right" set of values and principles. Without supportive management and the proper leadership culture, there is a very high likelihood that a self-organizing team may be unable to create good results or effective processes (or both). In fact, it's not uncommon for a newly formed & "empowered" self-organizing team to fall into many of the same dysfunctional patterns of behavior that it was most trying to escape from within the "management" that only recently "empowered" the team.Agile ALM implies some important rethinking of how we use and treat people.Lead, follow or get out of the way!
Leadership – it’s not the same as management, but related … and necessary!Provide a vision of where the ship is headed and make sure everyone understands it.Microsoft – Bill Gates – Course setting memos.The Internet Tidal WaveMay 1995:"In this memo I want to make clear that our focus on the Internet is critical to every part of our business."Get your people motivatedKeep the job context healthyWe’re going to first talk about the team, then people managementHe wrote a series of course-setting memos to lead the company in these new directions — a new computer interface, the Internet, computer security. They stand as signposts at several key junctures in Microsoft's history.The 1995 Internet memo in particularmarked an important turning point, when Microsoft's huge software success confronted an uncertain future online.In many cases, these prescient missives launched the company toward ever-greater heights. But even Gates couldn't see everything coming. And he knew it.The confident competitor was also constantly paranoid that an unknown would seize the next big trend in technology and ride it past Microsoft. It drove him to be vigilant and abhor complacency, an important imprint Gates leaves on Microsoft."We never come into work and say, 'Hey, we're golden. You know, hey, let's just lie around today,' " Gates said in an interview with The Seattle Times last week. "That's not our culture. And so it's a hungry company, and it's always thinking. ... "
Winning coaches like John Wooden built on team work and fundamentals.OK, you have a collection of individual potential superstars. But that isn’t team!Self-organization rarely happens on its own. Self-organization requires a common goal, boundaries and knowledge of some simple rules. Learning the self-organized team behaviors takes time and determination. The whole team has to walk a path from rookie to an expert and needs different styles of support from directing to delegating. A good Scrum Master or decent Agile coach rarely if ever tells the team to do whatever they want from the day one of the Agile adoption. Learning the new way of working takes time and in the very beginning the amount of guidance might be even bigger, than in the world of “command andcontrol”. Coach just has to be clear that it is temporary and is needed only because the team is new to the process.
tuckman forming storming norming performing modelThis was before the agile concept of self organizing teams but we can learn from the model.Bruce Tuckman's 1965 Forming Storming Norming Performing team-development modelDr Bruce Tuckman published his Forming Storming Norming Performing model in 1965. He added a fifth stage, Adjourning, in the 1970s. The Forming Storming Norming Performing theory is an elegant and helpful explanation of team development and behaviour. Similarities can be seen with other models, such as Tannenbaum and Schmidt Continuum and especially with Hersey and Blanchard's Situational Leadership® model, developed about the same time.Tuckman's model explains that as the team develops maturity and ability, relationships establish, and the leader changes leadership style. Beginning with a directing style, moving through coaching, then participating, finishing delegating and almost detached. At this point the team may produce a successor leader and the previous leader can move on to develop a new team. This progression of team behaviour and leadership style can be seen clearly in the Tannenbaum and Schmidt Continuum - the authority and freedom extended by the leader to the team increases while the control of the leader reduces. In Tuckman's Forming Storming Norming Performing model, Hersey's and Blanchard's Situational Leadership® model and in Tannenbaum and Schmidt's Continuum, we see the same effect, represented in three ways.tuckman's forming storming norming performing four-stage modelThe progression is:formingstormingnormingperformingHere are the features of each phase: forming - stage 1High dependence on leader for guidance and direction. Little agreement on team aims other than received from leader. Individual roles and responsibilities are unclear. Leader must be prepared to answer lots of questions about the team's purpose, objectives and external relationships. Processes are often ignored. Members test tolerance of system and leader. Leader directs (similar to Situational Leadership® 'Telling' mode).storming - stage 2Decisions don't come easily within group. Team members vie for position as they attempt to establish themselves in relation to other team members and the leader, who might receive challenges from team members. Clarity of purpose increases but plenty of uncertainties persist. Cliques and factions form and there may be power struggles. The team needs to be focused on its goals to avoid becoming distracted by relationships and emotional issues. Compromises may be required to enable progress. Leader coaches (similar to Situational Leadership® 'Selling' mode).norming - stage 3Agreement and consensus is largely forms among team, who respond well to facilitation by leader. Roles and responsibilities are clear and accepted. Big decisions are made by group agreement. Smaller decisions may be delegated to individuals or small teams within group. Commitment and unity is strong. The team may engage in fun and social activities. The team discusses and develops its processes and working style. There is general respect for the leader and some of leadership is more shared by the team. Leader facilitates and enables (similar to the Situational Leadership® 'Participating' mode).performing - stage 4The team is more strategically aware; the team knows clearly why it is doing what it is doing. The team has a shared vision and is able to stand on its own feet with no interference or participation from the leader. There is a focus on over-achieving goals, and the team makes most of the decisions against criteria agreed with the leader. The team has a high degree of autonomy. Disagreements occur but now they are resolved within the team positively and necessary changes to processes and structure are made by the team. The team is able to work towards achieving the goal, and also to attend to relationship, style and process issues along the way. team members look after each other. The team requires delegated tasks and projects from the leader. The team does not need to be instructed or assisted. Team members might ask for assistance from the leader with personal and interpersonal development. Leader delegates and oversees (similar to the Situational Leadership® 'Delegating' mode).
Boundaries!Driving the autobahn requires respect for boundariesDriving in the proper lane, only pass on the left, Define limits where necessary for your teams, focus on what needs to be done and turn them looseSelf-organization does not mean that workers instead of managers engineer an organization design. It does not mean letting people do whatever they want to do. It means that management commits to guiding the evolution of behaviors that emerge from the interaction of independent agents instead of specifying in advance what effective behavior is. Teams self-organize around the achievement of a goal.Self-organizing teams are not free from management control. Management chooses for them what product to build or often chooses who will work on their project, but they are nonetheless self-organizing. Neither are they free from influence.A Scrum team’s job is to self-organize around the challenges, and within the boundaries and constraints, put in place by management. Management’s job is to come up with appropriate challenges and remove impediments to self-organization. That being said, the fewer constraints or controls put on a team, the better. If leaders overly constrain how a team solves the challenge given to it, self-organization will not occur. The team will shut down; because it has already been told so much about the challenge and how to solve it, it will wait to hear the rest. So how does an agile leader achieve the subtle balance between command and influence?
A self-organizing team is a team that is led and organized by it's members, to attain goals and objectives specified by management within the constraints of its environment:Management can shape and "nudge" the team and its members, but management doesn't try to dictate the details of "what" the solution is nor the process of how to create it. The team is responsible for not only leading and organizing itself to achieve its goals, but also to monitor and adapt its behavior to correct/improve its own performance. This means the team can change how it leads and organizes itself in order to respond to feedback and constraints from its environment, which also implies that ...There is no single central "leader" for the team over the lifetime of the team/project - the "leader" is not a static assignment, but rather a dynamic role So the person(s) leading any given moment may change, depending on the particular decision, activity, or problem being addressed in any particular context/situation.No matter the specific problem, if you see that the team has self-organized in a way that impedes it, it is your responsibility to find a way to agitate, stir up, or otherwise disturb the status quo, so that the team adjusts, hopefully reorganizing in a more productive way.There is more to leading a self-organizing team than buying pizza and getting out of the way. Leaders influence teams in subtle and indirect ways. It is impossible for a leader to accurately predict how a team will respond to a change, whether that change is a different team composition, new standards of performance, a vicarious selection system, or so on. Leaders do not have all the answers. What they do have is the ability to agitate teams (and the organization itself) toward becoming more agile. Coach to disturb the status quo when necessary“Subtle control is also consistent with the self-organizing character of project teams.”
The BP TransOceanDeepwater Horizon blowout in the gulf – if you watched the 60-Minutes report, read the recent AP articles, or National Geographic special on this there were a series of decisions and actions where the team didn’t push back but may have avoided the disaster. Make sure the team is empowered to act toward achievement of objectives, make tough decisions when necessary.
Individuals and interactions are essential to high-performing teams. Studies of “communication saturation” during one project showed that, when no communication problems exist, teams can perform 50 times better than the industry average. To facilitate communication, agile methods rely on frequent inspect-and-adapt cycles. These cycles can range from every few minutes with pair programming, to every few hours with continuous integration, to every day with a daily standup meeting, to every iteration with a review and retrospective. Just increasing the frequency of feedback and communication, however, is not enough to eliminate communication problems. These inspect-and-adapt cycles work well only when team members exhibit several key behaviors:respect for the worth of every persontruth in every communicationtransparency of all data, actions, and decisionstrust that each person will support the teamcommitment to the team and to the team’s goalsTo foster these types of behavior, agile management must provide a supportive environment, team coaches must facilitate their inclusion, and team members must exhibit them. Only then can teams achieve their full potential. Moving toward these types of behavior is more difficult than it might appear. Most teams avoid truth, transparency, and trust because of cultural norms or past negative experiences from conflict that was generated by honest communications. To combat these tendencies, leadership and team members must facilitate positive conflict. Doing so not only helps create productive behavior but also has several other benefits: Process improvement depends on the team to generate a list of impediments or problems in the organization, to face them squarely, and then to systematically eliminate them in priority order.Innovation occurs only with the free interchange of conflicting ideas, a phenomenon that was studied and documented by Takeuchi and Nonaka, the godfathers of Scrum.Aligning the team toward a common goal requires the team to surface and resolve conflicting agendas.Commitment to work together happens only when people agree on common goals and then struggle to improve both personally and as a team.To create high-performing teams, agile methodologies value individuals and interactions over processes and tools. Practically speaking, all of the agile methodologies seek to increase communication and collaboration through frequent inspect-and-adapt cycles. However, these cycles work only when agile leaders encourage the positive conflict that is needed to build a solid foundation of truth, transparency, trust, respect, and commitment on their agile teams. From Jeff Sutherland, MSF Agile 5.0
"Responsibility-Based Planning and Control: Respecting people means that teams are given general plans and reasonable goals and are trusted to self-organize to meet the goals. Respect means that instead of telling people what to do and how to do it, you develop a reflexive organization where people use their heads and figure this out for themselves."—Mary Poppendieck, Implementing Lean Software DevelopmentBeing good citizensEnterprise standards and guidelinesCommon respect for othersWhile it is OK to think outside the box, don’t break the teamTreat people well, give them the freedom to take action toward objectives.
In his 2001 paper Agile Processes and Self-Organization Ken Schwaber wrote:"Agile processes employ self-organizing teams to handle the complexity inherent in systems development projects. A team of individuals is formed. They organize themselves into a team in response to the pressure of a deadline, reminding me of the saying, "Nothing focuses the mind like a noose!" The pressure cooker of the deadline produces cooperation and creativity that otherwise is rare. This may seem inhumane, but compared with non-agile practices for dealing with complexity, self-organization is a breath of fresh air."
Commitment, is especially important. It is only when individuals and teams are committed that they feel accountable for delivering high value, which is the bottom line for software development teams. Agile methodologies facilitate commitment by encouraging teams to pull from a prioritized work list, manage their own work, and focus on improving their work practices. This practice is the basis of self-organization, which is the driving force for achieving results in an agile team.
Summarize on why teams, importance of self-organization, etc., then on to managing peopleA self-organizing team is a team that is led and organized by it's members, to attain goals and objectives specified by management within the constraints of its environment:Management can shape and "nudge" the team and its members, but management doesn't try to dictate the details of "what" the solution is nor the process of how to create it. The team is responsible for not only leading and organizing itself to achieve its goals, but also to monitor and adapt its behavior to correct/improve its own performance. This means the team can change how it leads and organizes itself in order to respond to feedback and constraints from its environment, which also implies that ...There is no single central "leader" for the team over the lifetime of the team/project - the "leader" is not a static assignment, but rather a dynamic role So the person(s) leading any given moment may change, depending on the particular decision, activity, or problem being addressed in any particular context/situation.
Continuing on leadershipFacilitate professional and personal growth
Parallel discussion to HBR articleMotivating with KITANegative Physical KITANegative Psychological KITAPositive KITAKITA is not MotivationHerzberg’s research found that the factors involved in producing job satisfaction (and motivation) are separate and distinct from the factors that lead to job dissatisfaction.
Since separate factors need to be considered, it follows that these two feelings are not opposites of each other.The dual nature of humansAvoidance of painSeeking psychological growth
So how’s the work context?Has the heat been turned up to get the job done? High pressure deadlines? Working weekends with some “old iron?”Maybe a pointy-haired boss trying to micro-manage, team members struggling to work together.Lousy pay, hours long, benefits bad, will we have jobs next week?These are all job context issues. When not managed well, they detract from work getting done. People experience dissatisfaction.
Improper AdministrationKITACompensatory hygieneSubstitution hygieneProtestant ethic hygieneIdeological hygieneBe decent, don’t use as a KITAAddress the problem, don’t substitute as will just create a new source of dissatisfactionAgain, keep it simple to minimize more sources of dissatisfactionDon’t outdo yourself about how decent you are. It can easily backfire.Hygiene (work context) management is preventative management.
Fear and Reward – At times they can have great amplitude but they are short duration. Even when added their summation only produces a short-term effect – movement.
Psychological growthKnowing moreRelationships in knowledgeCreativityEffectiveness in ambiguityIndividuationReal growthDynamics of Motivators – Job ContentRelated to approach behaviorsDeal with job contentFinite sources from which to obtain motivator satisfactionMotivators produce “more than” feelingsMotivator effects are long-termThey are additiveMotivators have a non-escalating zero pointThere are answers to motivator needs
Short discussion of each in motivator context
Managing the MotivatorsIs hygiene getting in the way?Technical competence OK?Are we using people’s capabilities?All attitudes are proper attitudesWhich behavior is being reinforced and how?Dynamics of Motivators – Job ContentRelated to approach behaviorsDeal with job contentFinite sources from which to obtain motivator satisfactionMotivators produce “more than” feelingsMotivator effects are long-termThey are additiveMotivators have a non-escalating zero pointThere are answers to motivator needs
The first ratio determines what a person is capable of doing. The more a person is capable of the more you can motivate him to do. This is getting the right person into the right job where his/her abilities can be manifested.The second ratio determines how much of a person’s talent or capability can come forth on the job. You can’t motivate anyone to do a good job unless he/she has a good job to do.The last variable is the nature of the feedback or reinforcement that is given for performance. It is what the person actually accomplished.
So, we have our teams together and working, we’re providing good leadership, keeping the work context healthy, and facilitating self-energized motivation. Are our self-organizing teams getting the job done?
We have discussed motivation and getting the team working together. The third component is leveraging technology.
During walk through of tools to track progress, emphasize their proper use Keep team self-organizingKeep hygiene maintainedBuild motivation from work itselfPotentially shippable working software is the measurement standardVisual Studio 2010 ALM makes it easy to probe process details – positive facilitating hygieneWork items track all the way through ALMCode reviewsManaging quality – working software, continued process improvement, deal with smellsReportingIdentifying trends for managing – facilitating, removing impediments, opportunities for growth/motivationWe'll show some healthy and otherwise Scrum based project results reporting form TFS
The team should use best engineering practices and tools to measure and improve
Self-organizing team managementLeadershipEffective coaching facilitates the team coming together with self-organizationBoundaries focus the context of self-organizationUse subtle control and influenceEmpower the teamValue individuals and interactionsRespect peopleTeam focus on deadlines
Review the TakeawaysSo, now you have some new material to sharpen your pig herding skills. And, yes, you can apply to chickens, even cats as well.