This document discusses techniques for performing performance appraisals for agile teams. It begins by noting that individual performance evaluations are typically a focus in organizations but can create problems for agile teams focused on collaboration. Several techniques are proposed for evaluating agile teams, including using sprint report cards from customers and between team members to provide feedback. Metrics like team velocity should not be used to evaluate individuals. Regular feedback and reviews involving multiple perspectives are recommended over annual individual reviews.
A company’s performance management system either hinders or enhances high performance in an organization. The way in which managers assess individual performance and the role of HR business partners in the year end performance review process says a lot about an organization’s maturity when it comes to creating and sustaining a high performance culture. High performance cultures differentially reward their top performers; but this requires high performance distributions. Arriving at such distributions requires a robust performance rating calibration dialogue among managers. This is where HR business partners can play a major role in both implementing the process but also facilitating the performance calibration meetings to surface the differentiating behaviors and results that distinguishes top performers from everyone else.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Why Delegate and Empower?" and will show you how you can use delegation and empowerment to transform your organisation.
ReadySetPresent (Empowerment PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Increasing empowerment in the workplace increases self-confidence, courage, and strength in each employee. Empowerment PowerPoint Presentation Content slides include topics such as: slides on a leader's role, 7 benefits of empowerment, empowerment in practice, various guidelines, 6 slides on empowered teams, 20+ tips for empowering employees, 9 rules of empowerment, 4 empowerment dimensions, building contracts with employees, 4 keys to assisting integration, 5 slides on building employee contracts, five types of empowerment, skills needed to empower, 7 slides on empowered decision making, 5 types of managerial control, 4 slides on when to empower, how to’s and more!
A company’s performance management system either hinders or enhances high performance in an organization. The way in which managers assess individual performance and the role of HR business partners in the year end performance review process says a lot about an organization’s maturity when it comes to creating and sustaining a high performance culture. High performance cultures differentially reward their top performers; but this requires high performance distributions. Arriving at such distributions requires a robust performance rating calibration dialogue among managers. This is where HR business partners can play a major role in both implementing the process but also facilitating the performance calibration meetings to surface the differentiating behaviors and results that distinguishes top performers from everyone else.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Why Delegate and Empower?" and will show you how you can use delegation and empowerment to transform your organisation.
ReadySetPresent (Empowerment PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Increasing empowerment in the workplace increases self-confidence, courage, and strength in each employee. Empowerment PowerPoint Presentation Content slides include topics such as: slides on a leader's role, 7 benefits of empowerment, empowerment in practice, various guidelines, 6 slides on empowered teams, 20+ tips for empowering employees, 9 rules of empowerment, 4 empowerment dimensions, building contracts with employees, 4 keys to assisting integration, 5 slides on building employee contracts, five types of empowerment, skills needed to empower, 7 slides on empowered decision making, 5 types of managerial control, 4 slides on when to empower, how to’s and more!
Errors are not inevitable. With awareness and skill, they can be avoided or at least greatly mitigated. The key lies in understanding why organizations resist needed change, what exactly is the multistage process that can overcome destructive inertia, and, most of all, how the leadership that is required to drive that process in a socially healthy way means more than good management.
The relativity of performance, distinctively rewarding high performers and aggressively managing low performers or replacing them with external talent, is the thinking behind forced distributions for creating high performance cultures. It forces leaders to intelligently differentiate higher performance and make decisions they otherwise would not have made in a conventional performance management system that only compares employees against their individual objectives. Forced ranking performance management systems (subtly referred to as “high performance curves”) are often lauded as the foundation for creating high performance cultures. But this approach doesn’t always work. Both Xerox and Pepsico have tried and rejected it. But there are a number of implicit assumptions in high performance curves worth exploring to determine in which type of environments it sustains higher performance and how practical it is to implement in a Canadian context.
The need for someone to 'do the job' can be your greatest enemy. In many organizations that have grown beyond owning a single outlet, one of the biggest challenges operators face is finding good managers.
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Three experiments I have done with data science. Related to text analysis, integration. Focusing on the learning's rather than details on how it was done with source code. I feel it is important to see this subject in relation to business problems rather than as pure branch of Statistics. Focusing on what has to be done enabled me to find the right solution from a complicated and very interesting subject.
Errors are not inevitable. With awareness and skill, they can be avoided or at least greatly mitigated. The key lies in understanding why organizations resist needed change, what exactly is the multistage process that can overcome destructive inertia, and, most of all, how the leadership that is required to drive that process in a socially healthy way means more than good management.
The relativity of performance, distinctively rewarding high performers and aggressively managing low performers or replacing them with external talent, is the thinking behind forced distributions for creating high performance cultures. It forces leaders to intelligently differentiate higher performance and make decisions they otherwise would not have made in a conventional performance management system that only compares employees against their individual objectives. Forced ranking performance management systems (subtly referred to as “high performance curves”) are often lauded as the foundation for creating high performance cultures. But this approach doesn’t always work. Both Xerox and Pepsico have tried and rejected it. But there are a number of implicit assumptions in high performance curves worth exploring to determine in which type of environments it sustains higher performance and how practical it is to implement in a Canadian context.
The need for someone to 'do the job' can be your greatest enemy. In many organizations that have grown beyond owning a single outlet, one of the biggest challenges operators face is finding good managers.
In this file, you can ref useful information about performance appraisal article such as performance appraisal article methods, performance appraisal article tips, performance appraisal article forms
Three experiments I have done with data science. Related to text analysis, integration. Focusing on the learning's rather than details on how it was done with source code. I feel it is important to see this subject in relation to business problems rather than as pure branch of Statistics. Focusing on what has to be done enabled me to find the right solution from a complicated and very interesting subject.
SEMAT & SE Education - LACREST 2013 Keynoteperaire
This is a keynote address on SEMAT and Software Engineering Education presented at LACREST 2013. Among other things, the talk covers the following paper: http://works.bepress.com/cecile_peraire/1/
As a part of the Strategy Assignment during MBA. We tried to create a Strategic Landscape of Google Inc. This is one of the best presentations we ever made. I made it with my friends Abhishesh Kumar Sharma and Virindersingh Villkhoo
Transition from Annual Performance Evaluations to an Atmosphere of Coaching:
1) Realize the flawed nature of the performance appraisals.
2) Take the steps to get out of your current situation.
3) Identify the common threads of coaching and development.
4) Learn to identify job fit and specialized knowledge about employees.
5) Determine job fit and compatibility with co-workers.
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Performance management is undergoing a revolution. Businesses around the world are adopting more flexible systems for appraising their employees. This new trend has likely left you a bit unsettled: "Should I follow this trend?" "If so, what approach is right for my company?" "How do I align my pay strategies with a less structured performance appraisal process?" "What are the performance metrics I should be managing?" If you find yourself grappling with these issues, you will not want to miss these slides! http://www.vladvisors.com/compensation-knowledge-center/webinars/pay-and-the-demise-of-performance-management
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Does your approach to Performance Management ‘Sing’ or ‘Sting’?Pivot Software
Does your approach to Performance Management ‘Sing’ or ‘Sting’?
How to focus on practices that create meritocracies,
and avoid being seduced by the technology.
http://www.pivotsoftware.com/ebook2/
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Similar to Individual peformance in a team game (20)
The trend in software development has been changed a lot nowadays. People are expecting predictable features from some unpredictable data. We can now develop software products from raw data, refine raw data to produce business insights and analytic. We are using visualizations, statistics, and machine learning to develop and plan the needful. This is termed as Data Science. Data modelling is the first part of any software product development. So, “Waterfall” is the approach.
During this period, “Agile” approaches has been emerged. Software Development projects are now getting delivered on a stipulated period and budget. Data science is still trapped on waterfall method.
Problem area lies here. Galore of opportunities arrives at the juncture of these two trends of
development. Agile big data is a development methodology which can be utilized to address the same. Session will be focused to explore new approaches and team structures to follow this methodology.
Traditionally, businesses like banking and telecom focused high on standardization and national regulation. The development lead times were long. Consequently, the solution providers developed capabilities to influence standards, develop products and interact with the end-service providers. The changing business landscape challenges providers to keep pace. In the slow-moving market, providers honed the ability to run major multi—year projects. Solution Providers became predictable development machinery with extensive mechanisms to enable predictability and control at the expense of flexibility and customer closeness. This led to organizational setups focusing on the alignment with the project structures and deepening the competencies in narrow areas both in the product and in the functional dimensions. The result? Organizational silos with multiple related hand-over challenges.
My talk will cover solutions to these challenges when multiple teams come together to deliver a solution.
Session will have different aspects of the Agile Portfolio Management.
Session is for Lean Agile Leaders which will help them manage portfolio Agile way. Lean Agile principles when applied to portfolio management, will help you keep pace with fast changing business by giving you a disciplined approach to implementing you strategic vision as realistic work plan.
Keeping up with the new pace of change requires light weight processes and an adaptive mindset. It will cover the following main pillars of Agile Portfolio Management:
Work Management
Capacity Management
Financial Management
Value Management
Continuous planning
Continuous Visibility
APM session will help you look at the portfolio in different way; and help you outpace changing business.
Change is hard and it’s an art to conceptualize a change in any organization. This session about Evolutionary approach for change would guide audience to think about the pros and cons of evolutionary approach over other generic approach.
In my proposed model of Evolutionary Approach, Change starts from Sensing the situation at real time rather proposing a ‘boxed’ solution. Every enterprise is different and to an extent with-in enterprise each organization (or projects) is different. Thus requires deeper Analysis and identification of a fit-for-purpose solution ideas followed by Implementation of solution ideas followed by Measure of the results. Measuring result guides improvement to move in right direction in-place of being biased about the ideas and assuming they would always work. Measure adds value
to manage change effectively and delivers a happier, innovative and better enterprise.
Evolutionary Change Approach’s focus is to deliver measurable business gains by implementing improvements at enterprise.
Software-driven business models are shaping the business landscape in a big way. Unprecedented growth in technology has helped to create new generation ‘born-in-the-cloud’ business models. These business models have helped newly formed organizations to catch-up with, and often catapulted past, brick & mortar organizations in less than a decade.
‘Born-in-cloud’ business models are built on NextGen systems. NextGen systems are mass personalized, massively distributed, always on and self-adapting system of systems and have broken the boundary between physical and cyber world.
Software 4.0 is a framework for creating NextGen system. It enables mind-set change, develop people competencies, establishes right methodologies for innovation & speed.
Software 4.0 framework leverages nexus of following methodologies / initiatives –
Business Model Canvas for value promise
Design thinking
Hackathon
Modular Architecture
Agile-at-scale
CLM platform & Continuous Engineering
Machine Learning
Software 4.0 ensures NextGen systems are built in iterative, incremental, self-learning and cost-effective manner with superior quality.
The Digital Technology is making the enterprises to redefine their strategies and reinvent business models. The customer and market expectations are changing dynamically forcing the organizations to adopt “Agile” processes and systems to these changing business needs. “Developing Agile Digital Architecture’” is an important element for the organizations to succeed. The speaker will address the way the digital technologies are driving the businesses to change their services and operations, and how the organizations should develop the agile digital architectures. The session also covers building business, data, and application and technology architectures in an agile way and thereby meeting the changing business requirements and eventually delivering the business goals.
Agile transformation has to be accompanied by suitable governance mechanisms such that the metrics and measures conform to newer ways of working. In waterfall methodology it is straightforward – there is a project and a plan, the metrics verify compliance with the plan on triple constraints. Change was not something seen as desirable.
How does this change for agile teams? Do we still continue with “projects”? Do we track utilization or outcomes? Last
Overall this session will delve on the lightweight governance based on #no projects theme and outcome based metrics on business value, throughput, team engagement and system capability.
Mainframe often termed old world juggernaut of software industry, but still holds large trillions of data in Banking, Insurance, Travel, Hospitality industry, has an impeccable track record of robust processing and security. But often the fast changing Digital world and Mobile eco system, manifests a challenge to Mainframe systems, in terms seamless compatibility. So that organizations can leverage competitive edge to have mobile eco system as part of their IT solution to gain the dynamic edge yet leverage Mainframe as their system of records to leverage stability.
In this talk will share a generic case study of major bank how they leveraged in making their Mainframe eco system nimble and compatible with Mobile eco system using Agile, Devops and Micro services in tandem to leverage competitive advantage and cost savings.
With the increase in population that separates ‘work’ from ‘life’, as if work is absence of life, it becomes increasingly important to study about what happiness means to people at work, so that they can be made to feel alive in their offices too. This session is aimed at introducing two interesting research studies that aimed to do just that. Also, this session helps people understand if business agility keeps us happy in the true sense.
The two studies that this session will discuss about are as follows:
Richard M. Ryan et al’s Self Determination Theory – led to a book Drive by Dan Pink
Mihaly’s Measurement of Flow in Everyday’s life – led to book Flow by Mihaly himself
This session does not just explain these two research works but also will find the commonalities between these and will engage the audience with discussions using leading questions, thereby bringing out personal examples that they can relate to.
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.
There’s a lot left unsaid about achieving and maintaining “enterprise” agility for large MNCs. For geo-distributed teams that are in the “Forming”, and even, “Norming” stages, there is perceived chaos while envisioning and building v1 products. Unlike teams that are already “norming” or “performing”, and have then adopted Agile, these “v1 teams” have a steeper trek to agility. Often, Agile process gives way to tactical execution. This session deals talks about dealing with this situation and maintaining business agility.
An Agile mindset believes that diverse teams with complementary skills are best equipped to thrive in today’s business environments.
Many organizations, working with Agile methodologies, talk about changing mindsets. I know from extensive experience that Agile principles and practices by themselves will not lead to this kind of transformation. A real Agile transformation is about not just doing Agile, but being Agile.
‘Follow Agile’ mindset will only help us get into the water but ‘Being Agile’ mindset will help us swim in the current. Most Agile implementations fail and their practitioners cannot tell why. Managers jump onto the Agile bandwagon, and quickly discover that the change runs much deeper and wider than they’d been told. Worse yet, people decide for or against Agile without understanding it properly. It does not have to be this way. This will be an interactive workshop leading toward the Agility.
In October 2009, I presented a well-received session entitled An Agile Engineering Environment (in 59 Minutes or Less) at an Agile conference in Chengdu, China. From 2009 – 2015 the environment presented in that session remained fundamentally unchanged as our primary internal development environment. By 2015, however, we began seeing the emergence of new tools which build upon the basic premises of that environment, but enable an even more robust environment to be established even more quickly and independently than the 59-minute environment realized in the 2009 session.
In this session, we will briefly introduce the original configuration and see how modern tooling and techniques enable the improved environment to be established in a fraction of the time, enabling even greater agility in our engineering environment.
We introduce Wave 2 of Agile as a way to understand the high-performance results that come from Being Agile. We know many in our industry have fallen into the trap or “Doing Agile” – where people lose sight of the objectives and lasting results.
Wave 2 is about Living Agile. It is in how we show up. It is in how we work with people and organizations to shape the culture. It is living Mahatma Gandhi's truth:
“Be the change that you want to see in the world”.
When we focus on our own behaviour, we model Being Agile. This is the only way to invite the Agile Mindset. This is Wave 2 Agile. We stop creating conflict and resistance. We become the effective leaders and influencers of lasting change in our organizations.
“To be or not to be? That is the question.”
The world of work is transforming at an unrelenting pace – product development is increasingly complex and uncertain, the speed of decisions and delivery are escalating at an exponential pace, customers are demanding more attention and responsiveness, and the workforce is entering with new expectations of engagement. Through all of this, 80% of managers continue to believe they are operating effectively with their employees, yet only 25% of employees agree. Something is wrong! Most leaders are unaware of how their own thoughts and actions are working against their leadership objectives. Ineffective leadership fuels the top impediments limiting organizational agility and growth – the fear of losing control, the resistance to change and contrasting values.
Pete illustrates how leadership agility improves self-awareness, amplifies decision-making, improves outcomes and grows organizational resilience and capacity in highly complex and fast-paced environments. Through the art of story telling from his two decades of personal experience, as well as the experiences of other senior leaders with whom he has coached, Pete spotlights six critical mistakes you may be unaware of in your own leadership practice, how they may be working against your intent, and how to reorient your focus to improve your leadership outcomes.
Projects are initiated to improve the Business process and optimize the utilization of the Organization resources. Project Managers or Scrum Masters or Product Owners have challenge in getting the right type of resources (man power, machines & material) who are key in making the Projects success. This session helps in understanding where is the real POWER, how to empower the POWER & get the needed resources.
Topics covered in the session are 1) Organization types (Projectized/Matrix/Functional) 2) Stake holder Analysis (Power/Interest) or (Power /Involvement matrix etc) 3) Project Manager/Product Owner/Scrum Master setting the expectations by drawing (RACI Matrix for getting POWER involvement) 4) Project Manager/Product Owner/Scrum Master Selling his Release Plan to POWER & get the Resources allocated 5) Project Manager/Product Owner/Scrum Master Selling empower the POWER and turn Forbidden POWER in various Scrum Ceremonies.
Education brings in awareness which is an important surge for any growing economy and for India to be as Developed Nation. The education system needs primary focus in Rural India. How do we empower rural schools with quality education? What forces can help bring the light in every home and touch every life? What should be the agility of the approach, architecture, design and developing strategies for Digital India?
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.
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
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.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
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
6. Measurements / Behaviours
“Tell me how you will measure me and I will tell you how I will behave.”
– Eliyahu Goldratt
Hawthorne Effect – that which is measured will improve.
17. Organizational Dysfunctions
Agile organization with Traditional measurements:
• Rewards the wrong behaviours
• Creates/exacerbates the chasm
• Individual stature
• Promote myself
• Me first, team second
• Me versus everyone else
• Desire to become an SME
18. Appraisals mapping to Agile manifesto and Principles
Creating Competition Vs. Collaboration
Ranking systems are used as a basis for dismissing the lowest performers,
making them even more threatening. When team members are in
competition with each other for their livelihood, teamwork quickly
evaporates.
Competition between teams, rather than individuals, may seem like a good
idea, but it can be equally damaging.
19. Appraisals mapping to Agile manifesto and Principles
Creating Idea of Impossibility
• Financial incentives are powerful motivators, so
there is a chance that the Individual or the
team might find a way to do the impossible.
• More likely case is that the promise of a bonus
that was impossible to achieve would make the
team cynical, and the team would be even less
motivated to meet the deadline than before
the incentive was offered.
• When people find management exhorting them
to do what is clearly impossible rather than
helping to make the task possible, they are
likely to be insulted by the offer of a reward
and give up without half trying.
Principle # 5
Build projects around
motivated individuals. Give
them the environment and
support that they need and
trust them to get the job
done
20. Creating Sub-Optimization
• Recently in a SW org, the management offered testers 100 bucks for every
defect they could find in a product about to go into UAT release.
• It was thought this would encourage the testers to work harder, but the
result was quite different.
• After all, the more problems the testers found, the more money they made.
• When we optimize a part of a chain, we invariably sub-optimize overall
performance
21. Destroying Intrinsic Motivation
Once employees get used to receiving financial rewards for meeting goals,
they begin to work for the rewards, not the intrinsic motivation that comes
from doing a good job and helping their company be successful.
Many studies have shown that extrinsic rewards like grades and pay will,
over time, destroy the intrinsic reward that comes from the work itself.
24. Performance Review – Should be regular
• While most systems focus on the individual, most agile people feel that the
team should be judged and rewarded if anybody is going to be judged and
rewarded.
• Managers are used to sitting down at the beginning of the year and
establishing some kind of performance goals for each employee.
• So, here's a tip that is perfectly workable: Give all of the members of an
agile team the same performance goals.
• When you do this, several things happen. First is that you find that you have
to establish goals that are higher level than the individual goals that you are
used to.
• By giving each member of a team the same goal, you have just
implemented a team goal.
25. Performance Review – Should be regular
Performance review of an Agile team should be done at a regular interval,
rather than it be a once upon year event.
Review should be cross functional and cross section (see future slides)
26. Sprint Report Card – Customer to Agile Team
FROM: Customer TO: Team
Overall customer satisfaction score
Additional comments:
<enter additional comments here>
<sum/4>
Project: < Name of the Project>
Sprint #: < ## >
Sprint Dates: < From and To Dates>
Sprint Review Date: < >
Measurements Score (0 - 100)
Value of delivery in terms of quantity, business value?
Do committed Stories work as expected?
Was the time frame commitment met?
Is the UI intuitive, professional and pleasing?
27. Sprint Report Card – Sample Filled
FROM: Customer TO: Team
Overall customer satisfaction scoreAdditional comments:
• Background colour is not matching our company standards
• Application crashed when more than 10 clickers were working together
90
Project: Clicker Software for Student Response System
Sprint #: 05
Sprint Dates: 9th March – 20th March 2015
Sprint Review Date: 20th March 2015 @ 3.00 pm
Feedback Provided by: Simon Reed – Chief Marketing Officer
Measurements` Score (0 - 100)
Value of delivery in terms of quantity, business value? 90
Do committed Stories work as expected? 85
Was the time frame commitment met? 100
Is the UI intuitive, professional and pleasing? 85
28. Product Owner Report Card to Development Team
FROM: Product Owner TO: Team
Overall customer satisfaction scoreAdditional comments:
I thought the team overall did pretty well on this project. The team had some members new to this
area so it took them a while to get up to speed and contribute at a high technical level. Also there
were a few times where I felt the team was not truly accepting ownership of the customer desires.
95
Project: Clicker Software for Student Response System
Sprint #: 05
Sprint Dates: 9th March – 20th March 2015
Sprint Review Date: : 20th March 2015 @ 4.30 pm
Measurements Score (0 - 100)
Team's "mojo" (teamwork, collaboration, helpfulness) 100
Team's ability to deliver to their commitment 95
Team's overall technical abilities 95
Team's ability to react to changes 95
Team's ownership of customer needs 90
29. Review of Product Owner by the Development Team
FROM: Team TO: Product Owner
Overall customer satisfaction scoreAdditional comments: XX
Project: Clicker Software for Student Response System
Sprint #: 05
Sprint Dates: 9th March – 20th March 2015
Sprint Review Date: : 20th March 2015 @ 4.30 pm
Measurements Score (0 - 100)
Availability to team
Understanding of customer requirements
Product Backlog organization, prioritization, and maintenance
Speed of answers to team
Leadership skills
30. Scrum Master Report Card – Development Team to SM
FROM: Team Member TO: SM
Overall customer satisfaction scoreAdditional comments: 88
Project: Clicker Software for Student Response System
Sprint #: 05
Sprint Dates: 9th March – 20th March 2015
Sprint Review Date: : 20th March 2015 @ 4.30 pm
Measurements Score (0 - 100)
Ownership of impediments 90
Ability to solve impediments 90
Coaching Skills 90
Knowledge of Agile / Scrum methods 90
Ability to effectively facilitate the team meetings 80
31. Team Member Peer Review Report Card
FROM: Jain Smith TO: Sam Dean
Overall customer satisfaction scoreAdditional comments:
Does not communicate effectively his impediments & stalled progress. He has the potential to be
really good due to his technical prowess, but he needs to understand the team concept better.
Several times I was hoping for much stronger collaboration.
70
Project: Clicker Software for Student Response System
Sprint #: 05
Sprint Dates: 9th March – 20th March 2015
Feedback date: 20th March 2015
Measurements Score (0 - 100)
Collaboration skills 70
Helpfulness to rest of team 60
Ownership of the team's deliverables 70
Technical expertize 80
Ability to meet the said commitments 70
32. A Word About: No End-Customer?
In some projects, the team does not have direct access to the end-customer.
What can you do in this case?
• Proxy – internal person playing role of customer (BA, stakeholder, etc.)
• Product Owner – customer voice in Scrum team
• Agile Manager
• Others?
33. End of Sprint Diagnostics – That Could assist Reviews
Some “diagnostics” to definitely measure:*
• Customer opinion
- Using the Sprint Report Card as shown in the previous few slides
• User story points delivered
- For team velocity computation
• Flow-based attributes
- # of user stories that were ready to start at the sprint planning meeting
- # of user stories completed – Met the DoD or considered complete by PO
- # of user stories committed, but could not meet DoD – therefore considered pending
* Be careful – only measure meaningful easy-to-collect items.
34. A Word About: Velocity – Should we use it for Reviews?
“Should we measure velocity?”
• Answer: Yes, Of course
“Should we use velocity for release planning?
• Answer: Yes, Of course
“Should we use velocity to help gauge how much to choose in a sprint
• Answer: Yes, Of course
“Should we use velocity for evaluating the team or an individual?
• Answer: Definitely, A BIG NO
35. End of Sprint – These measures do make business sense
Avoid measuring:
Individual velocity
Sum of all task hours for a person
• Compared to 40 hours/week
Number of tasks/person
Accuracy of task estimates – Something like our old favourite effort variance
Accuracy of story points estimates remember estimate is an estimate, it
cannot be accurate)
What about team’s ability to hit their commitment?
36. Make it different and make it count
• One manager in China said to me, "Scrum seems to hide the contributions of
individuals, and I can't judge them as well."
• My first thought was "Well, what does that tell you?" No one on a scrum team knows
better how each person is doing than anyone else on the team.
• Make use of that by trying 360-degree reviews. Doing them frequently takes away a
lot of the sting and, after a couple of rounds, there will be no surprises left.
• Doing them outside the formal review process will allow people to comfortably give
the kind of feedback that can really make a difference.
• Here's What I suggested:
• Announce to the team that we would do voluntary 360-degree reviews.
• Nobody was required to participate, but if you wanted feedback you had to give
feedback for everybody else on the team, including the ScrumMaster and
product owner.
• All feedback was handed in to the manager, who edited it together to make it
impossible to determine who said what.
• Feedback was then delivered to each person directly and in private by the
manager.
37. Project Report Card
FROM: Customer TO: Team
Overall customer satisfaction scoreAdditional comments:
Overall a great project & a great team! The high levels of communication & collaboration were quite
refreshing to me considering my previous failed attempt with another company.
94
Project: Clicker Software for Student Response System
Date of the Project Completion: 1st June 2015
Feedback Provided by: Simon Reed – Chief Marketing Officer
Measurements Score (0 - 100)
Level of collaboration experienced with Product Owner
and development team 95
Team’s ability to react to changes? 90
Timeliness of the project? 95
Quantity of features delivered? 95
Quality of features delivered? 95
38. If the Projects are too long spanning across years …
Some projects are very long (1+ year) due to quantity of functionality and/or
complexity. What can you do in this case?
• Snapshot – collect the project report card 2 or 3 times / year
• Timing – collect the project report card right before the annual review
• Timing – collect the project report card at the end of each major release
• Others?
39. Agile Annual Performance Review process
1-on-1 because of personal nature and team member likely worked multiple
projects
Performed by Agile manager, director, etc.
• Gather and coalesce the report card data!
• Average team score for all sprint report cards
• Average team score for all project report card
• Average team score for all PO project report card
• Average scores from project peer reviews
• Query key co-workers, POs, Scrum Masters
for additional insights on the person
Discuss what these measurements show
40. Agile Annual Performance Review process
• Identify how to improve the teams
• Identify training needed to make teams more cross-functional
• Honest and transparent discussion
• Both positive and constructive
41. Agile Performance Review process – A few thoughts
The Scrum framework doesn't prevent you from measuring whatever you
want to measure. However, you'd be missing the spirit of Scrum if you
measured the work of a single team member.
The fundamental point is that if a Scrum team member is not able to
contribute, then this points to a team problem.
As with any new approach, introducing an Agile performance evaluation
system will have its challenges:
Resistance to change
Fear – too revealing
Deflates the general optimism
Loss of control
Cheese mover comfort zone, Etc ..
A very important part of any Agile rollout is to align the performance
evaluation system (and other HR practices) with what Agile emphasizes
42. Final Thoughts in this journey
Conclusion is that tracking an individual's performance constitutes crime in
the Scrum world.
The fundamental idea of Scrum is team collaboration, and team members
"volunteer" for tasks rather than having them assigned.
One of the core values of Scrum is courage, and it's not a bad practice to
announce at the daily stand-up, "I missed my task timeline today." If that's the
case, the Scrum team collaboratively aligns itself to meet the sprint backlog, at
least enough to result in a shippable product when the sprint ends.
The keys, then, are accurate sprint planning and a "must-do" sprint
retrospective. Most important, don't wreck the Scrum by measuring an
individual's work items.
It is human nature for people to modify their behaviours to match the
evaluation system
Not doing so causes dysfunction that will erode the team’s effectiveness
43. Final Thoughts in this journey
Sprint report card
Sprint - a few diagnostics to measure and a few not to
Project report card
Product Owner report card
Project peer review
Annual “Agile performance review”