How L&D can help make agile work
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The cultural and people issues of Agile approaches will require L&D to get to the table to help.
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How L&D can help make agile work
- 1. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com How L&D can save the day! Transitioning to AGILE: 1 Russell Martin & Associates, A Moser Company 317.598-8022 lou.russell@moserit.com
- 2. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com How Has Work Changed? 2
- 3. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Work = Flash Mobs 3 We have the people skills that drive AGILE success
- 4. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com L&D is Called to an Epic Challenge 4 What do you want to do that you can’t do now? WHY today? The PROJECT CHARTER
- 5. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com L&D Cares About Impact Design Thinking 5
- 6. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com L&D Arms Ourselves with Strategy 6 SAM ADDIE L&D Strategy Must Match / Co-Exist with the Business Goals
- 7. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com
- 8. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Analysis Why? What? Design How? Develop Build Implement Transition Evaluate Learn Agile: A Different Approach 8
- 9. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Benefits 9
- 10. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com
- 11. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com https://it.gwu.edu/sites/it.gwu.edu/files/downloads/ scrum_process.png •An iterative, incremental approach •Focusing on value •Delivering production-quality •Using barely sufficient processes •Collaborating with the customer •Encouraging self- organizing and managing teams •Having the flexibility to accommodate different perspectives 11 Quick Review
- 12. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com New and Equal ROLES Text SLIDES to 317 409-3464
- 13. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Get to the Table… Quick 13 Keep track of new initiatives – don’t wait to be invited Participate in the Scrum - iterate Educate others: L&D time to delivery Test / Evolve with the team
- 14. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com L&D to the Rescue Support New Mindsets Change Culture Define Talent Roles Shine 14
- 15. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Support New Mindsets 15 DECENTRALIZED Decisions in a CENTRALIZED Organization
- 16. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Change Culture 16
- 17. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com New Culture = New Priorities 1. Agility - respond to changing business needs and technical challenges 2. Efficiency - reduce handoffs and keep it simple 3. Quality & Predictability - real-time and iterative engagement between business, tech experts, QA engineers, etc. 4. Accountability - decisions “live” as closely as possible to the owners of results, and all members are equal 5. Throughput - more value delivered faster
- 18. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Organizational design: how does governance, performance review, career plans, incentives and HR change? Define Talent Roles Leadership: How do leaders move from formal hierarchy to collaborative servant leadership? People: How do the staff learn their new roles and trust the process? Technology: How do you transition new technology (Jira, Confluence…) without damaging simplicity?
- 19. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Reinforce New Competencies 19 GROW MY… Personal Accountability Customer Focus Interpersonal Skills Goal Orientation Resiliency Negotiation Planning and Organizing Priority Management Problem Solving Pick Top 3 MOTIVATED BY… Theoretical Social Utilitarian Regulatory Aesthetic Individualistic Pick Top 2 BEHAVE BY… Interaction People-Orientation Customer-Orientation Frequent Change Versatile Urgency Persistence Pick Top 3
- 20. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Teach Them to Collaborate 20 EMAIL lou@russellmartin.com to build your team model
- 21. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com The Scrum Master Remover of Obstacles Protector from Distraction (aka leave my developer alone) Enforcer of Events (aka start/end on time) 21
- 22. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Build Talent Job Benchmarks 22 Match the Right Person to the Best Job
- 23. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Resources AGILE games The AGILE Game Amazon.com HRDQ Common Currency RMA Agile Coaches “Leading Technical Staff” TD@work 12/17 Thiagi.com Newsletter Torrance Elearning Bottom-Line Performance 23
- 24. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com The Scrum Team Needs L&D 24 The team is structured and empowered by leadership to organize and manage their own work. The team is cross-functional and consists of most of the people needed to complete most of the deliverables. The members hold themselves accountable for joint success, and joint failure. Failure = Learning. When a weakness is discovered, the team acknowledges it and works together to fix it, requesting outside resources if needed. The team does not need a traditional manager to push it along.
- 25. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Your Real World What You Need Risk of Occurrence (H, M, L) How Will You Do It? The Right People Focus Time Collaboration at all times – no hierarchy Governance / Quick Decisions + Priorities Fail and Iterate 25
- 26. Russell Martin & Associates, A Moser Company 317.598-8022 lou@russellmartin.com Where to Get More Help At www.russellmartin.com: •Purchase books in the Book Store •Get our LEARNING FLASH e-zine for more tips and tools •Find out about workshops, webinars, e-learning and virtual alumni communities •info@russellmartin.com @nolecture Lou Russell 26 AGILE DEEP DIVE – 1 day Simulation BRING IT INHOUSE!
Editor's Notes
- Overall flow: Work has changed – need different approaches to building solutions Tee up the relationship between projects and methodologies (= what tasks to do) Methodologies all begin with basic problem solving: Analysis, Design, Develop/Build, Implement, Review Project Roles, Project Charter -> Why, Scope Diagram helps us figure out how to build the schedule with the help of methodologies Options for figuring out the Project Schedule / tasks: Wing It, Methodology, Scope Diagram, Reuse Compare methodologies: when / why What does it look like for your current project / your org: Risks? Constraints? 11:00 – produce may take 5 – 10 minutes to go through introductory slides As people are coming in ask them (and demonstrate yourself) to put an Emotion 1-10 (10 – a lot) they are feeling right now. Example: EXCITED 7 or ANXIOUS 3
- Ask everyone who has been at work for more than 10 years stand and answer this question Ask everyone who has under five years of work to stand and answer this question
- When we review the comparison we just made, it seems like work today looks more like a flashmob – a group of people come together for small amounts of times (maybe an hour), discuss the problems with the project, disperse to a different group meeting on a different. project. In flashmobs, most of the ‘requirements’ come from social media / email; people really don’t know they others they are working with. What are some things that you think would improve the output of your projects thinking about them as flashmobs? Suggested answers: If we are communicating NOT face to face, our needs have to be simple, shared and measurable. If we’re working on multiple projects, we need to be able to review quickly (like practicing for a flashmob) whenever we get back to a project. We’ll do a better job if we work on things for more than an hour – we really need to focus ONLY on that project and make some progress.
- Charter can be used to help kickoff first SCRUM – you can lead this easily WHY? NO new system or process can be successful without some type of change management and onboarding = training Email lou@russellmartin.com before this is over for a free Project Charter fillable template
- Briefly talk through Waterfall (no guilt) and discuss the issues and how this helps or hinders. What if you could do little pieces well with great focus - DONE? (orange lines)
- Marcus definition here
- Pick your Top 3, least important
- Which is hardest for your organization? Which has been most successful?
- Does a previous project manager fit the job of a Scrum Master? Developer? Product Owner?
- Why is this not a good benchmark for Scrum Team members?
- What are the top 2 you have to get cooking first?
- Ask students to think about which are the biggest risk factors for them to use different methodologies. What are some ideas for mitigation? Put in chat window.