The presentation was delivered in
Kjiv (AgileEE)
Geneve (AgileTourGeneve),
Agilis2009 (Iceland)
Scandinavian Developer Conference 2010
Agile Tour Bordeaux 2010
What Makes Your Agile Team Self-Organizing? by Dr. Rashina HodaAgile ME
Self-organizing teams is one of fundamental principles of the Agile Manifesto and a critical success factor on Agile projects. But what makes an agile team self-organizing? Based on an industry-based doctoral research involving nearly 60 Agile practitioners from 23 software organizations, this talk presents the informal, implicit, transient, and spontaneous roles —Mentor, Coordinator, Translator, Champion, Promoter, and Terminator— that provide initial guidance and encourage continued adherence to Agile methods; effectively manage customer expectations and coordinate customer collaboration; secure and sustain senior management support; and identify and remove team members threatening the self-organizing ability of the team. Understanding these roles will help Agile teams and their managers better execute their roles and harness their self-organizing potential.
A self-organizing team is defined as a group of motivated individuals who work together toward a common goal and have the ability and authority to make decisions and adapt to changing demands. Creating a truly self-organizing team is challenging and requires effort from scrum masters, senior management, and the team itself. The scrum master coaches the team and ensures a supportive environment, while senior management provides resources and avoids distractions. Together, through training, coaching, and mentoring over time, these groups can help a team develop the competencies and trust to work collaboratively and pull work independently as a self-organizing entity.
This document discusses self-organizing agile teams and the factors that influence them. It describes research on 58 agile practitioners from 23 organizations. The main findings are that self-organizing teams form informal, implicit, and transient roles and perform balanced practices while facing factors like senior management support, organizational culture, resource management, contracts, and customer involvement. These factors can help or hinder a team's ability to self-organize. The presentation advocates for a management style that trusts teams, builds a culture of openness, provides dedicated team resources, offers flexible contracts, and ensures customers understand their role in agile.
A presentation given to AgileWelly in Wellington NZ, by Stephen Reed to several keen agilites. Basically my little Agile Coaching journey. Thanks goes out to Lyssa Adkins and all the others that have trained me as well as all the teams I have worked with over the years who have also trained me.
A workshop to understand the roles, practices and factors influencing self-organization in agile teams. Ericsson’s High Performing Team Environment (HTE) network Learnathon (learning marathon), February 2015.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
This document provides an overview of an agile leadership training session. The training covers topics such as servant leadership, building trust, building high-performance teams, leading productive meetings, leading retrospectives, and leading transformation initiatives. The agenda includes exercises on introductions, identifying influences on character, and performing a retrospective on a past program increment.
What Makes Your Agile Team Self-Organizing? by Dr. Rashina HodaAgile ME
Self-organizing teams is one of fundamental principles of the Agile Manifesto and a critical success factor on Agile projects. But what makes an agile team self-organizing? Based on an industry-based doctoral research involving nearly 60 Agile practitioners from 23 software organizations, this talk presents the informal, implicit, transient, and spontaneous roles —Mentor, Coordinator, Translator, Champion, Promoter, and Terminator— that provide initial guidance and encourage continued adherence to Agile methods; effectively manage customer expectations and coordinate customer collaboration; secure and sustain senior management support; and identify and remove team members threatening the self-organizing ability of the team. Understanding these roles will help Agile teams and their managers better execute their roles and harness their self-organizing potential.
A self-organizing team is defined as a group of motivated individuals who work together toward a common goal and have the ability and authority to make decisions and adapt to changing demands. Creating a truly self-organizing team is challenging and requires effort from scrum masters, senior management, and the team itself. The scrum master coaches the team and ensures a supportive environment, while senior management provides resources and avoids distractions. Together, through training, coaching, and mentoring over time, these groups can help a team develop the competencies and trust to work collaboratively and pull work independently as a self-organizing entity.
This document discusses self-organizing agile teams and the factors that influence them. It describes research on 58 agile practitioners from 23 organizations. The main findings are that self-organizing teams form informal, implicit, and transient roles and perform balanced practices while facing factors like senior management support, organizational culture, resource management, contracts, and customer involvement. These factors can help or hinder a team's ability to self-organize. The presentation advocates for a management style that trusts teams, builds a culture of openness, provides dedicated team resources, offers flexible contracts, and ensures customers understand their role in agile.
A presentation given to AgileWelly in Wellington NZ, by Stephen Reed to several keen agilites. Basically my little Agile Coaching journey. Thanks goes out to Lyssa Adkins and all the others that have trained me as well as all the teams I have worked with over the years who have also trained me.
A workshop to understand the roles, practices and factors influencing self-organization in agile teams. Ericsson’s High Performing Team Environment (HTE) network Learnathon (learning marathon), February 2015.
Coaching is the Product: building your agile coaching backlogTricia Savage Bailey
Agile Camp Portland 2019, Tricia Savage Bailey and John Eisenschmidt walk you through a set of exercises to try on and role play using agile to structure your agile coaching approach
This document provides an overview of an agile leadership training session. The training covers topics such as servant leadership, building trust, building high-performance teams, leading productive meetings, leading retrospectives, and leading transformation initiatives. The agenda includes exercises on introductions, identifying influences on character, and performing a retrospective on a past program increment.
This document discusses self-organizing teams and how leaders can subtly influence them. It covers that self-organizing means a team determines how it responds to its environment, not what goals it pursues. Complex adaptive systems are characterized by decentralized control and emergent behavior from interactions. Leaders can guide behavior through subtle rules and incentives rather than rigid control. The document suggests leaders can influence a team's self-organization by altering its containers, amplifying or dampening differences among members, and changing exchanges between members and other groups.
1. The document discusses key ideas from General Stanley McChrystal's book "Team of Teams" and agile practices for scaling teams. It emphasizes that teams outperform individuals, and entire systems must learn to cooperate like teams.
2. Building trust across teams is difficult, but can be achieved by having at least one person from each team with positive relationships on other teams. Shared purpose and allowing autonomy are also important.
3. A "Team of Teams" shifts leadership from commanding to building shared understanding. It empowers decision making by those with the most information and closest to the work.
High Performing Teams: Shared Values, Diverse StrengthsDan Griffiths
Is your team performing at its very best? Do you have team members that are playing out of position? How can you build a sense of shared values and tap into the diverse strengths of each member of your team? This session uses Gallup's Strengths framework to engage your team in productive conversations about leveraging the unique gifts and talents of each member.
Agile Leadership Is Overrated - Isnt It?lazygolfer
Presentation for Mile High PMI Workshop on April 11, 2009
Abstract:
This workshop will focus on the concept of leadership in organizations which use an agile development process. When people speak about agile it is common to hear terms like “no command and control,” “there is no one particular person in charge,” and “managers support rather than manage.” In this type of environment, where is there room for “leadership?” The workshop will look at leadership from several different perspectives and examine whether or not leadership is necessary. If it is necessary for leadership, where does it come from and how is it manifested? For project managers a thorough understanding of the realities of agile leadership is not a nicety, it is a necessity for success with agile projects. The workshop will consist of approximately equal parts presentation and hands on exercises.
Pack of slides from my presentation about the Agile Coaching DNA in the Agile Coaching Circles Melbourne (Link: https://www.meetup.com/AgileCoach/events/244510278/)
Slides from a session presented by Fadi Stephan from Kaizenko at the 2017 Global Scrum Gathering in San Diego, CA in May 2017. Also see the blog series on Fostering Self-Organizing Teams at https://www.kaizenko/fostering-self-organizing-teams
Abstract:
One of the 12 principles of the Agile manifesto states that “The best architecture, requirements, and designs emerge from self-organizing teams.” Why is that? and what exactly are self-organizing teams? How does a team become self-organizing? Teams that have always been used to command and control cannot suddenly become self-organizing overnight. Come to this session to learn what self-organizing really means. Understand the attributes of a self-organizing team and some of the challenges you face in getting your team there. Understand how to find the right balance between team learning and team empowerment vs. control? Leave with techniques to help you build and foster high performing self-organizing teams.
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
Agile Management: The Art of Servant LeadershipGrowing Agile
Are you an Agile Manager? What does that mean anyway? Agile managers focus on growing their people and helping them be the best they can be. We touch on several areas and suggest a course to learn more.
https://www.udemy.com/gac-servantleadership/?couponCode=GASlideshare
Deck of slides from my keynote at Dia de Agilidade (Brazil). In this session, I talk about a different strategy for change management in Agile transformations.
Watch the full video (in Portuguese) here: https://www.youtube.com/watch?v=BEfSwSCvLWs
We naturally crave learning. It is an innate ability that has allowed us to survive, evolve and thrive. Moreover, science has shown us that our brain is quite flexible and can allow us to continue to learn at any point in our lives. It should then be logical to see most organisations using this to their competitive advantage.
About Aurelien Beraud:
After a career as a Software Developer in Norway, Aurelien swapped the fjords up north for the glittering city of Auckland down under to do what he knows best. He now spends his days as an Agile Coach, helping teams to push their own limits and deliver products that change the life of their users. When he's not at work, he can be found geeking out in front of a game or exploring the intricacies of cognitive science.
Top five drivers of high performing teams: an overview of the HPET model of team performance and the top key drivers of high performance based on our research on high performing teams.
The document discusses developing high-performance teams. It begins by noting the prevalence of searches related to teams and teamwork. It then discusses different types of teams, from working groups to potential teams to real teams and high-performance teams. The key differences are the level of commitment to a common purpose/goals and mutual accountability. The document also presents an assessment tool to evaluate what type of team you have. Finally, it raises the question of how to build a team and what elements should be observed, such as learning, sharing, communication, and developing a shared vision.
"If you cannot verbalise a problem, then you do not have a problem yet." It's another learning 3.0 tool to help the problem discovering and the problem solving.
The 6 Patterns of High Performing TeamsDeidre Paknad
Great Teams Exhilarate — What Sets Them Apart?
There is nothing quite like the sensation and satisfaction of being on a high performing team. I’ve had this luck and pleasure a number of times in my career, but it’s rarer than I’d like. High performing teams seem to generate their own energy and elevate everyone on the team to their full potential.
Despite achieving more, working on these teams is less taxing — the workday feels shorter and less frustrating.
So what sets high performing teams apart and why aren’t all teams so successful and fun?
High performing teams aren’t just a collection of strong individual performers, although that certainly helps. They don’t leave great performance to luck or personality, they design for success.
Here are 6 tangible and actionable attributes of high performing teams:
1. Defined Goals
Defined goals and a clear plan to achieve them are essential to great performance. Abstract annual goals aren’t enough — teams need shorter-range, compelling and clear goals that unify and galvanize them on shared purpose. Sequencing these to an annual result works well, but it’s key the team wants to achieve the goals.
2. Committed Actions
Successful teams write down the committed actions each person owns on the path to goal achievement (and they waste less time determining who owns what). Members feel a sense of personal ownership and have a shared intention to accomplish the results they’ve committed to the team week over week. Making progress on actions aligned with a goal people believe in energizes people and elevates their performance, according to author and Harvard professor Teresa Amabile.
3. True Transparency
Facts and status enable members of the team to work more effectively together, pivot or adjust course quickly on unforeseen events, and execute with greater efficiency and predictability. Embracing transparency is one of the most distinct features of high performing teams (and a stark contrast to the politicized and professional “ball hiders” that frequent lesser performing teams). Moreover, the activity required to achieve transparency improves the odds of goal achievement: people with written goals and actions alone have a 43% goal achievement rate while adding status reports against goals boosts the likelihood of achievement to 76%.
4. Unabashed Accountability
The team leader and members hold themselves and each other accountable for their commitments and goal achievement week to week. When the team or a person comes up short, it’s not swept under the rug — it’s triaged and addressed quickly to get back on track to goal. There is a uniform expectation of each other, that when combined with a uniformly high level of commitment to goal, are the essence of a high performing team’s greatness.
5. Frequent Feedback
Members of the team get and ask for regular feedback on their work. Learning members get positi
In this ICF Team and Work Group Coaching Community of Practice presentation, Philippe Bailleur, PCC explores how to transform companies in this VUCA-world through organizational design and team coaching. Furthermore, Bailleur discusses the key building blocks for team coaching and how to intervene in teams based on these building blocks. He also evaluates the changing dynamics and needs of teams in a VUCA-world. Lastly, he concludes by sharing a few examples of team interventions, provides a tool used by teams and/or team coaches to map team effectiveness, and sets up the next steps.
Participants of this presentation can expect to:
- Progress their effectiveness in the design of coaching interventions with teams
- Learn how to use teams as a lever for organizational coaching and transformation
- Develop an adapted lens to look at teams in a VUCA-world
- Become more aware of what makes teams effective in a VUCA-world
*This webinar took place on Tuesday, February 7th at 11:00am ET; to view the recording visit: https://youtu.be/Gn9zU1Zenoo. Additionally, to learn more about the ICF Team and Work Group Coaching Community of Practice, visit it's LinkedIn group at: https://www.linkedin.com/groups/5008300
Beyond the Scrum Master - Becoming an Agile CoachCprime
For an organization to truly move to agility they must develop more than the traditional Scrum roles of ScrumMaster, Product Owner and Scrum team. They must create internal agile coaches. These agile advocates guide other ScrumMasters and Product Owners, assist teams with problems implementing Scrum and help the organization adopt the agile mindset.
How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
This document discusses how to build a self-organizing team. It recommends giving the team the environment and support to get work done independently while still providing guidance. An exercise is described where participants self-organized into groups in different ways to understand the difference between command-and-control and self-organization. For effective self-organization, a team needs a shared goal, knowledge sharing, some delegated authority, team decision making, and proper metrics. Guidance is provided on establishing these elements step-by-step to transition a team to self-organization.
Effective agile teams are self-organizing, cross-functional, and stable. The ideal agile team has 3-10 co-located members with different skills who report to a single product owner. However, real-world teams are often larger, distributed, and made up of multiple sub-teams. Scaling agile requires integrating work across distributed sub-teams through practices like Scrum of Scrums, shared code repositories, and release planning. Agile people management focuses on resource mobilization, career guidance, and servant leadership to create autonomous, adaptive, accountable teams that have fun and get the job done.
This document discusses HTML5 and web application development. It begins with an overview of the anatomy of a web app, including setting up the server, using data services, and device detection. It then covers HTML5 features like new semantic tags, forms, multimedia capabilities using audio, video, and canvas. JavaScript APIs are discussed for geolocation, web storage, web SQL, and web workers. The document emphasizes that the mobile web is the most viable platform for cross-device applications.
This document discusses self-organizing teams and how leaders can subtly influence them. It covers that self-organizing means a team determines how it responds to its environment, not what goals it pursues. Complex adaptive systems are characterized by decentralized control and emergent behavior from interactions. Leaders can guide behavior through subtle rules and incentives rather than rigid control. The document suggests leaders can influence a team's self-organization by altering its containers, amplifying or dampening differences among members, and changing exchanges between members and other groups.
1. The document discusses key ideas from General Stanley McChrystal's book "Team of Teams" and agile practices for scaling teams. It emphasizes that teams outperform individuals, and entire systems must learn to cooperate like teams.
2. Building trust across teams is difficult, but can be achieved by having at least one person from each team with positive relationships on other teams. Shared purpose and allowing autonomy are also important.
3. A "Team of Teams" shifts leadership from commanding to building shared understanding. It empowers decision making by those with the most information and closest to the work.
High Performing Teams: Shared Values, Diverse StrengthsDan Griffiths
Is your team performing at its very best? Do you have team members that are playing out of position? How can you build a sense of shared values and tap into the diverse strengths of each member of your team? This session uses Gallup's Strengths framework to engage your team in productive conversations about leveraging the unique gifts and talents of each member.
Agile Leadership Is Overrated - Isnt It?lazygolfer
Presentation for Mile High PMI Workshop on April 11, 2009
Abstract:
This workshop will focus on the concept of leadership in organizations which use an agile development process. When people speak about agile it is common to hear terms like “no command and control,” “there is no one particular person in charge,” and “managers support rather than manage.” In this type of environment, where is there room for “leadership?” The workshop will look at leadership from several different perspectives and examine whether or not leadership is necessary. If it is necessary for leadership, where does it come from and how is it manifested? For project managers a thorough understanding of the realities of agile leadership is not a nicety, it is a necessity for success with agile projects. The workshop will consist of approximately equal parts presentation and hands on exercises.
Pack of slides from my presentation about the Agile Coaching DNA in the Agile Coaching Circles Melbourne (Link: https://www.meetup.com/AgileCoach/events/244510278/)
Slides from a session presented by Fadi Stephan from Kaizenko at the 2017 Global Scrum Gathering in San Diego, CA in May 2017. Also see the blog series on Fostering Self-Organizing Teams at https://www.kaizenko/fostering-self-organizing-teams
Abstract:
One of the 12 principles of the Agile manifesto states that “The best architecture, requirements, and designs emerge from self-organizing teams.” Why is that? and what exactly are self-organizing teams? How does a team become self-organizing? Teams that have always been used to command and control cannot suddenly become self-organizing overnight. Come to this session to learn what self-organizing really means. Understand the attributes of a self-organizing team and some of the challenges you face in getting your team there. Understand how to find the right balance between team learning and team empowerment vs. control? Leave with techniques to help you build and foster high performing self-organizing teams.
Understanding the function of an Agile Coach is much more feasible once we acknowledge the set of “why’s” described in the previous section. An Agile Coach is a professional who will assist the organisation in solving the types of problems listed above. It’s possible to do it in different ways; however, let’s explore a few details regarding what is the gist of the activity of Agile Coaching.
We can summarise the essence of the work of an Agile Coach using a model called “The Agile Coaching DNA”. This DNA works as a compass to guide the decisions about which practices and approaches we can use to help clients achieve better results.
Agile Management: The Art of Servant LeadershipGrowing Agile
Are you an Agile Manager? What does that mean anyway? Agile managers focus on growing their people and helping them be the best they can be. We touch on several areas and suggest a course to learn more.
https://www.udemy.com/gac-servantleadership/?couponCode=GASlideshare
Deck of slides from my keynote at Dia de Agilidade (Brazil). In this session, I talk about a different strategy for change management in Agile transformations.
Watch the full video (in Portuguese) here: https://www.youtube.com/watch?v=BEfSwSCvLWs
We naturally crave learning. It is an innate ability that has allowed us to survive, evolve and thrive. Moreover, science has shown us that our brain is quite flexible and can allow us to continue to learn at any point in our lives. It should then be logical to see most organisations using this to their competitive advantage.
About Aurelien Beraud:
After a career as a Software Developer in Norway, Aurelien swapped the fjords up north for the glittering city of Auckland down under to do what he knows best. He now spends his days as an Agile Coach, helping teams to push their own limits and deliver products that change the life of their users. When he's not at work, he can be found geeking out in front of a game or exploring the intricacies of cognitive science.
Top five drivers of high performing teams: an overview of the HPET model of team performance and the top key drivers of high performance based on our research on high performing teams.
The document discusses developing high-performance teams. It begins by noting the prevalence of searches related to teams and teamwork. It then discusses different types of teams, from working groups to potential teams to real teams and high-performance teams. The key differences are the level of commitment to a common purpose/goals and mutual accountability. The document also presents an assessment tool to evaluate what type of team you have. Finally, it raises the question of how to build a team and what elements should be observed, such as learning, sharing, communication, and developing a shared vision.
"If you cannot verbalise a problem, then you do not have a problem yet." It's another learning 3.0 tool to help the problem discovering and the problem solving.
The 6 Patterns of High Performing TeamsDeidre Paknad
Great Teams Exhilarate — What Sets Them Apart?
There is nothing quite like the sensation and satisfaction of being on a high performing team. I’ve had this luck and pleasure a number of times in my career, but it’s rarer than I’d like. High performing teams seem to generate their own energy and elevate everyone on the team to their full potential.
Despite achieving more, working on these teams is less taxing — the workday feels shorter and less frustrating.
So what sets high performing teams apart and why aren’t all teams so successful and fun?
High performing teams aren’t just a collection of strong individual performers, although that certainly helps. They don’t leave great performance to luck or personality, they design for success.
Here are 6 tangible and actionable attributes of high performing teams:
1. Defined Goals
Defined goals and a clear plan to achieve them are essential to great performance. Abstract annual goals aren’t enough — teams need shorter-range, compelling and clear goals that unify and galvanize them on shared purpose. Sequencing these to an annual result works well, but it’s key the team wants to achieve the goals.
2. Committed Actions
Successful teams write down the committed actions each person owns on the path to goal achievement (and they waste less time determining who owns what). Members feel a sense of personal ownership and have a shared intention to accomplish the results they’ve committed to the team week over week. Making progress on actions aligned with a goal people believe in energizes people and elevates their performance, according to author and Harvard professor Teresa Amabile.
3. True Transparency
Facts and status enable members of the team to work more effectively together, pivot or adjust course quickly on unforeseen events, and execute with greater efficiency and predictability. Embracing transparency is one of the most distinct features of high performing teams (and a stark contrast to the politicized and professional “ball hiders” that frequent lesser performing teams). Moreover, the activity required to achieve transparency improves the odds of goal achievement: people with written goals and actions alone have a 43% goal achievement rate while adding status reports against goals boosts the likelihood of achievement to 76%.
4. Unabashed Accountability
The team leader and members hold themselves and each other accountable for their commitments and goal achievement week to week. When the team or a person comes up short, it’s not swept under the rug — it’s triaged and addressed quickly to get back on track to goal. There is a uniform expectation of each other, that when combined with a uniformly high level of commitment to goal, are the essence of a high performing team’s greatness.
5. Frequent Feedback
Members of the team get and ask for regular feedback on their work. Learning members get positi
In this ICF Team and Work Group Coaching Community of Practice presentation, Philippe Bailleur, PCC explores how to transform companies in this VUCA-world through organizational design and team coaching. Furthermore, Bailleur discusses the key building blocks for team coaching and how to intervene in teams based on these building blocks. He also evaluates the changing dynamics and needs of teams in a VUCA-world. Lastly, he concludes by sharing a few examples of team interventions, provides a tool used by teams and/or team coaches to map team effectiveness, and sets up the next steps.
Participants of this presentation can expect to:
- Progress their effectiveness in the design of coaching interventions with teams
- Learn how to use teams as a lever for organizational coaching and transformation
- Develop an adapted lens to look at teams in a VUCA-world
- Become more aware of what makes teams effective in a VUCA-world
*This webinar took place on Tuesday, February 7th at 11:00am ET; to view the recording visit: https://youtu.be/Gn9zU1Zenoo. Additionally, to learn more about the ICF Team and Work Group Coaching Community of Practice, visit it's LinkedIn group at: https://www.linkedin.com/groups/5008300
Beyond the Scrum Master - Becoming an Agile CoachCprime
For an organization to truly move to agility they must develop more than the traditional Scrum roles of ScrumMaster, Product Owner and Scrum team. They must create internal agile coaches. These agile advocates guide other ScrumMasters and Product Owners, assist teams with problems implementing Scrum and help the organization adopt the agile mindset.
How do you move from the ScrumMaster role to that of an agile coach? In this session, we’ll identify the characteristics of a good agile coach, how the role differs from the ScrumMaster and how to build an internal agile coaching organization. We’ll learn:
• Who makes a good agile coach
• How a typical internal agile coach spends their time
• How to assess problems in an unfamiliar team
• Metrics and tools to help the agile coach
• Getting teams started in Agile
• Continuing your own learning
This session is crucial for anyone who has a desire to help agile practices grow and thrive in the organization.
This document discusses how to build a self-organizing team. It recommends giving the team the environment and support to get work done independently while still providing guidance. An exercise is described where participants self-organized into groups in different ways to understand the difference between command-and-control and self-organization. For effective self-organization, a team needs a shared goal, knowledge sharing, some delegated authority, team decision making, and proper metrics. Guidance is provided on establishing these elements step-by-step to transition a team to self-organization.
Effective agile teams are self-organizing, cross-functional, and stable. The ideal agile team has 3-10 co-located members with different skills who report to a single product owner. However, real-world teams are often larger, distributed, and made up of multiple sub-teams. Scaling agile requires integrating work across distributed sub-teams through practices like Scrum of Scrums, shared code repositories, and release planning. Agile people management focuses on resource mobilization, career guidance, and servant leadership to create autonomous, adaptive, accountable teams that have fun and get the job done.
This document discusses HTML5 and web application development. It begins with an overview of the anatomy of a web app, including setting up the server, using data services, and device detection. It then covers HTML5 features like new semantic tags, forms, multimedia capabilities using audio, video, and canvas. JavaScript APIs are discussed for geolocation, web storage, web SQL, and web workers. The document emphasizes that the mobile web is the most viable platform for cross-device applications.
Geek Sync I Agile Data Management vs. Agile Data ModelingIDERA Software
You can watch the replay for this Geek Sync webcast in the IDERA Resource Center: http://ow.ly/Er0q50A5o7q
Join IDERA and Joseph Maggi while he discusses some of the more heated debates in the data modeling world centered around the concept of agile data modeling. Much of this debate has its roots in a misunderstanding or at least conflicting views on what Agile is in the first place. Some view agile data modeling as a haphazard approach to database “design” while others view it as a way to get applications developed more quickly and efficiently. This session will explore the merits of both sides of the argument and will discuss the technical manifestations of Agile (namely Scrum and Kanban) and where data modeling fits within these agile methodologies.
Vladimirs Ivanovs - Creating children book in 45 minutes thanks to ScrumVladimirs Ivanovs
Creating a book is not a simple project however applying Agile principles to the process might make it much more easier to manage and give you better results. During the workshop we will create a children's book of "Goldilocks and the three bears" by using Scrum techniques. You will get familiar with Product Backlog, Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective. You will also stay awake as workshop requires your active participation, gives ability to have fun and engage your creativity.
This workshop have been delivered by me at such locations as Agile Tour Vilnius 2013, IPMA Project Management congress 2013 in Dubrovnik, StartUp Latvia and Agile Latvia, telecom Orange Polska and IPMA Polska workshop. More to come ;)
Another name for this workshop is "Goldilocks and the Three Bears". A nice workshop to feel the agile process in action.
The document provides biographies of Phil Gardner and Jim Spohrer, who will be presenting on the topic of "T-Shaped Individuals". Phil Gardner has been at Michigan State University for 28 years in various positions, conducting research on topics related to the transition from college to work. MSU's annual college labor market study is conducted under his direction. Jim Spohrer is the Director of IBM University Programs and Cognitive Systems Institute, working to align IBM and universities globally for innovation. He helped found IBM's first Service Research group and the global Service Science community. Both presenters will discuss the importance of "T-Shaped Individuals" who have expertise in their own field as well as the ability to collaborate across disciplines.
Self-organizing is one of the most important principles to motivate people and also one of the agile values. This presentation describe how you combine exercises from the field guide "overcoming the five dysfunctions of a team" by Patrick Lencioni, with agile ceremonies and practices.
It's all about people. How we treat them now and how they help us deliver great services. It's about how we've treat people in the past, the assumptions we made along the way and how they've resulted in some really challenging workplace situations. It's got a few ideas on how together we can create a better workplace with greater resilience and sustainability - and how this all links back to agile.
Originally delivered at AgileSheffield 29-Jun-16
The document outlines the structure and agenda for a team workshop focusing on individual vs team decision making. The workshop includes:
1) Introductions, individual and team rankings on a survival problem, discussion of team roles and responsibilities, computation of individual and team scores, and discussion of the team decision making process.
2) Additional sections provide information on effective meetings and team composition, including suggested team roles like leader, facilitator, recorder, and various responsibilities.
3) The agenda covers topics like introduction, individual/team exercises, computation of scores, and discussion of the team process, with the overall aim of analyzing individual vs team decision making.
T-shaped people have a deep skill in one area but can also collaborate across disciplines. The concept originated in 1991 but grew popular due to Tim Brown of IDEO describing people with a core skill but also empathy to take on other skills. Benefits include improved communication, flexibility, lower risk, and fewer bottlenecks. Drawbacks can include not all having equal skills, identity crises over abilities, misunderstanding collaboration as delegation, and not having the right tools. One can become T-shaped by working with others, taking introductory training, gaining hands-on experience, obtaining mentoring, working on learning teams, reading extensively, challenging oneself, and communicating goals.
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
The document outlines an agenda for learning how to build dashboards using the Dashing framework. The exercises include installing Dashing, adding and customizing widgets, updating widget data via REST API calls, and pulling data into widgets using jobs. Dashing allows creating customizable dashboards using premade or custom widgets that can be updated dynamically by connecting widget views to data through CoffeeScript.
Essa é uma apresentação que reúne algumas iniciativas e soluções que podem ser aplicadas no Governo Brasileiro e claro, serve para outros países também, pois a grande idéia é implementar alguns pontos do Governo Eletrônico, ou como prefiro chamar: Governo Aberto.
The document discusses adopting an agile mindset for developing products. It defines an agile mindset as valuing people over processes and products, adapting to changes, and delivering value early through customer collaboration. An agile mindset believes people are competent and motivated if supported, customers can provide needed feedback, and plans emerge through work. Products with an agile mindset deliver value frequently through testing and automated deployment, while valuing technical excellence and deferred decisions. True agility requires going beyond processes to a mindset that drives actions and allows evolving plans.
Comparing JVM Web Frameworks - Devoxx France 2013Matt Raible
A comparison on JVM Web Frameworks. Includes strategies for choosing and results from research by InfoQ and devrates.com. Also, lots of pretty graphs.
See blog post about this presentation at http://raibledesigns.com/rd/entry/devoxx_france_a_great_conference and video recording at http://raibledesigns.com/rd/entry/video_of_comparing_jvm_web
Future Workforce: M-Shaped is the new T-ShapedRachel Mercer
Hypotheses about the new type of ideal worker. Rather than a T-Shaped individual (deep knowledge in one category, wide knowledge across categories), what if the new ideal type of worker (or manager) is M-shaped? Individuals that have a wide breadth of knowledge on various
topics, but shallower knowledge where appropriate. Think of each prong as a vertical.
RequireJS & Handlebars
This presentation has been developed in the context of the Mobile Applications Development course, DISIM, University of L'Aquila (Italy), Spring 2013.
http://www.ivanomalavolta.com
Did you recently joined a new team?
Do you plan to join a new team in the next years?
Do you plan to welcome a new team member in your team, in the comming year?
If you said yes to one (or more) of these questions, you should come to this session and you will learn about the power that a junior team member has.
A power that that senior's don't have. A power that will help you to grow yourself and your team.
API Caching, why your server needs some restLuis Cipriani
The best HTTP request made to your server is that one that never reaches it. Do you know the life cycle time of your resources? How to be sure that the user never reaches an expired response without the need to open the connection door with the origin server? What kinds of caches do exist and when do I need to use each one of them? Why can I not be afraid to read the RFCs? This talk will present good practices on the usage of HTTP cache for APIs and web applications, turning your digital products to optimize the usage of machines and save money.
The importance of teamwork in the IT worldMiglė Arūnienė
- What is team and teamwork?
- Roles and their responsibilities in IT.
- Team types in Agile and Waterfall.
- What do you gain from working in a team?
- Challenges that teams are facing.
- How to choose the right workplace?
Contact me:
migle@miglearuniene.com
LinkedIn - miglearuniene
The document summarizes the ReBoot team and The Core System developed by McCarthy Tech. The Core System consists of 11 commitments and 11 protocols that teams can follow to improve performance. It has been used to successfully improve team performance at various companies. The Core System is taught through BootCamp workshops conducted by certified trainers. Participants report significant personal and professional benefits from attending BootCamp.
Intro to Courageous Conversations - Creating Powerful Conversations to Achie...Diane Boivie
In this presentation you will learn:
> Foundational Components of Courageous Conversations
> Business Costs of Avoidance
> Diagnose Current Level of Comfort & Skill
> Exercises to Use with Your Teams
This document outlines the methodology of Managing The Mist, a consulting firm that helps organizations create "mist-free" high performance cultures during change initiatives. The methodology involves 5 rules: 1) getting organizational house in order by aligning strategies, processes and behaviors; 2) asking employees for input instead of just telling them changes; 3) developing leaders to step back and focus on continuous improvement; 4) embracing failure so employees are not afraid to take risks; 5) holding each other accountable through feedback and evaluation of actions and results. The firm uses experiential learning techniques to build high performance cultures and measures impact to ensure a return on investment.
Tim Wade - 8 Pillars of Profitable ProductivityTim Wade
Extended notes version of the presentation delivered by Tim Wade to over 600 HR professionals at the HR Summit in Singapore on 26 May 2011.
More value and videos at www.timwade.com
Tim Wade, Motivational Speaker Singapore.
Emotional intelligence refers to the ability to identify, use, understand, and manage emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges, and defuse conflict. It impacts how we manage behavior, navigate social complexities, and make personal decisions that achieve positive results.
The document describes updates to the InsideOut Coaching 4.0 participant experience. Key updates include:
- Enhanced workshop preparation with a new eLearning module to better prepare participants.
- Updated participant materials including a new workbook and job aids to better connect learning to real-world scenarios.
- A newly designed learning sequence to anchor and thread content throughout the workshop.
The workshop continues to be led by a senior facilitator and includes engaging activities, videos, and coaching practice. New features aim to improve learning stickiness and sustainability to enhance the overall participant experience.
Build winning teams - Matt Lock AssociatesMatt Lock
Coaching-led development for leaders and teams searching for exceptional levels of performance. We help you engage with the people and situations around you in more dynamic, effective and impactful ways.
Luis Goncalves. Organisational Mastery – A Blueprint For Product Development ...BrainRain
In his talk at ScrumDayUA 2019, Luis Goncalves told how to build a learning organization and drive innovation in the existing one. This is also a story of how he built a company that went from zero to 1 million revenue in 1 year using.
Luis Gonçalves is a founder and managing director at Evolution4All, a fast-growing management consulting company. Luis spent most of his career helping organisations become more Agile with different roles in different organisations. Luis is able to work with all different layers of the organisation making himself and his company a perfect partner for any organisational transformation. He is dedicated to helping executives to build companies that are able to survive and flourish in any market conditions.
The document discusses organizational change consulting and improving job satisfaction at Finale Grande. It provides questions that managers can ask employees to learn about their talents, goals, strengths and weaknesses. The aim is to move away from a strict hierarchical structure and focus on developing talents rather than fixing weaknesses. Interviews should use open-ended questions to listen for clues about an employee's talents.
The document provides guidance on recruitment and selection for leadership positions at AIESEC. It outlines the values-based approach and recommends using behavioral indicators and a question pool to assess candidates' alignment with the values of activating leadership, demonstrating integrity, living diversity, enjoying participation, striving for excellence, and acting sustainably. The document includes examples of application and interview questions to evaluate candidates' motivation, competence, and demonstration of the organizational values.
The document describes a 12-hour webinar series on sustainability for the workforce. It aims to help align employees' mindsets, engage them, and equip them with skills for changed work environments. The webinars will cover topics like goal-setting, communication, leadership, and time management. Organizations will benefit from a more motivated and productive workforce that can adapt together. Individuals will gain lifelong learning skills. The webinars will take place every two weeks for one hour each over 12 sessions.
Is There A You In Team Feb 25 2009 At The University Of Waterloojimlove
The document discusses high-performance teams and their value as a competitive tool. It notes that teams can achieve results beyond what individuals can alone. However, teams often fail due to myths, misconceptions and a lack of understanding about how teams truly work. Effective teams harness diversity, have clear goals and processes, and view collaboration as a conscious, learned process rather than something natural.
This document discusses employee engagement. It defines engagement as employees regularly doing what is needed without being told to improve effectiveness and achieve organizational goals. Engaged employees have a greater sense of urgency, focus, adaptability, and initiative. Transformational leaders engage employees by creating strategic alignment, being role models of fairness, providing recognition and support, and empowering employees. Engaging cultures also have alignment between vision and work, consistency and fairness, an ability to learn and adapt, and involve teams in their work. The document provides suggestions for how HR can improve engagement through hiring, benchmarking, building an engaging culture, and developing engaging leaders.
How to create an agile full remote and distributed startup Thomas Kuryura
This is a speech that I gave in New Zealand Christchurch for Christchurch Agile Professionals Network Meetup. Here I talk about my experiences to build a startup team/company that is full remote and distributed in agile
ACE June 19th: Cultural change, emotion and collaboration, the Agile way.Chrish001
Cultural change, emotion and collaboration, the Agile way.
The challenging human impacts of a cultural change when transitioning to agile. Taking a commonly experienced scenario, based on a real life situation, we will explore how emotions, fears, collaboration and trust, are affected within a new self-organizing Agile team and how the interactions with management impact upon this.
A detailed module for providing training to First time managers. It is a very important exercise for any organization since the FTMs are moving in to manager's role from individual contributor. This process is as sensitive as changing the railway track for trains.
It covers below topics:
Effective Team building
Steps for effective team building
Continuous Development
PMS Cycle
High Performance Nurturing
Coaching
Mentoring
Art of Feedback
Steps to provide effective feedback
Art of delegation
Learn to success
A detailed module for providing training to First time managers. It is a very important exercise for any organization since the FTMs are moving in to manager's role from individual contributor. This process is as sensitive as changing the railway track for trains.
It covers below topics:
Effective Team building
Steps for effective team building
Continuous Development
PMS Cycle
High Performance Nurturing
Coaching
Mentoring
Art of Feedback
Steps to provide effective feedback
Art of delegation
Learn to success
A detailed module for providing training to First time managers. It is a very important exercise for any organization since the FTMs are moving in to manager's role from individual contributor. This process is as sensitive as changing the railway track for trains.
It covers below topics:
Effective Team building
Steps for effective team building
Continuous Development
PMS Cycle
High Performance Nurturing
Coaching
Mentoring
Art of Feedback
Steps to provide effective feedback
Art of delegation
Learn to success
A detailed module for providing training to First time managers. It is a very important exercise for any organization since the FTMs are moving in to manager's role from individual contributor. This process is as sensitive as changing the railway track for trains.
It covers below topics:
Effective Team building
Steps for effective team building
Continuous Development
PMS Cycle
High Performance Nurturing
Coaching
Mentoring
Art of Feedback
Steps to provide effective feedback
Art of delegation
Learn to success
A detailed module for providing training to First time managers. It is a very important exercise for any organization since the FTMs are moving in to manager's role from individual contributor. This process is as sensitive as changing the railway track for trains.
It covers below topics:
Effective Team building
Steps for effective team building
Continuous Development
PMS Cycle
High Performance Nurturing
Coaching
Mentoring
Art of Feedback
Steps to provide effective feedback
Art of delegation
Learn to success
A detailed module for providing training to First time managers. It is a very important exercise for any organization since the FTMs are moving in to manager's role from individual contributor. This process is as sensitive as changing the railway track for trains.
It covers below topics:
Effective Team building
Steps for effective team building
Continuous Development
PMS Cycle
High Performance Nurturing
Coaching
Mentoring
Art
You might wonder why this title? Because the word manage comes from the Italian maneggiare (to handle, especially tools or a horse) and because if there is a team it does not need to be managed, it needs a goal and support. This talk if for you if are in a “management” or leadership position, if you are working within a team, if you want to work in a team but cannot move on from being a group, if you are working within a team and cannot find your place and especially if you want to have some knowledge in what it takes to create a team.
Similar to Tips for creating a Self Organizing Teams (20)
This document discusses concepts related to real options and agile practices. It provides examples of how dimensional planning can help reduce costs by planning iteratively and avoiding unnecessary work. Staff liquidity is discussed as allowing more flexibility by giving junior staff more responsibility, and technical debt is described as a "sold option" that can limit flexibility. The document advocates applying real options thinking to areas like project planning, architecture, and home construction to leave options open and make changes easier if needed.
Individuals and interaction: #agileprague #AgileConsortiumYves Hanoulle
This document contains notes from a conference or meeting on agile practices. It includes:
- Contact information for several speakers on agile topics like pair programming, Scrum, coaching, and testing.
- Quotes and advice from the speakers on themes like embracing learning and knowledge gaps, coaching by observation, facilitating team growth, and respecting others.
- Encouragement to continuously learn, ask questions, seek help, and value diversity in conference speakers.
CoderDojo is a program that allows children to learn coding through hands-on experience with technologies like Scratch, Arduino, Lego Mindstorms, and Java. Events are run worldwide where children can learn coding skills for free. The largest event had over 1,000 children participate. Volunteers are needed to help expand CoderDojo globally.
Why do pair presentations as a father and son?Yves Hanoulle
A parent pair, Joppe and Yves, gave a PechaKucha presentation sharing life lessons they learned. Yves discussed following his passion for his work and not feeling pressured to follow in his father's footsteps. Joppe encouraged having better flow when presenting instead of boring points, and they both find doing projects together better than arguing about tastes.
This document appears to be a transcript from a presentation or workshop about failing forward and experimentation. It discusses encouraging experimentation and not being afraid of failure. It also mentions celebrating failures and learning from mistakes. The document provides examples of failing forward and getting feedback to improve. It encourages creating a safe environment for experimentation and failure.
Dit zijn de slides die we gebruikt hebben tijdens CoachRetreat in Leuven. Aangezien het vooral oefeningen waren, hebben enkel deelnemers aan het event er iets aan.
This document outlines Yves Hanoulle's extensive training history from 1994 to the present. It includes a wide range of agile, lean, coaching and management trainings from companies like Spotify, Microsoft, and various Agile conferences. It also notes his role as a partner providing training, coaching and consultancy services to organizations on agile and team practices across Europe.
This workshop is based on the book the power of habit. If you like the workshop, please buy Charles Duhigg book to learn about the theory behind this. (And read his stories & examples)
The document provides 20 coaching tips from an agile coach's "agile suitcase" including using pair coaching, storytelling, check-ins, asking for help from the community, using timeboxes and agile games, trusting people by design, showing honesty, sharing past failures, limiting work in progress, prioritizing features, using feature teams, discussing books in a book club, and drawing energy from family. The coach emphasizes the importance of support from their partner in being able to do their work.
How I created Online collaboration teamsYves Hanoulle
This document summarizes 13 projects created by 146 people. It describes the contributors and purpose of each project, which include calendars, articles, books, games, quizzes, conferences, coaching retreats and more. Most projects had between 3-100 people contributing. The projects utilized tools like Google docs, calendars, email, Dropbox and more for collaboration between geographically distributed contributors.
In this presentation, delivered for Vlerick Management school. I explain how to use the concept of lean in ICT. This presentation is scheduled to be together with 2 other talks. I dropped important aspects, that the other speakers already mention.
The document discusses real options decision making, which involves identifying options and their associated conditions, putting the options and conditions on a timeline, identifying decision deadlines, waiting to make decisions until necessary conditions are met, refining options over time, finding new options, and pushing decisions back to gain more information. It provides examples of using real options approaches for vehicle design, engine type selection, and dimensional planning for road construction projects. The key benefits highlighted are keeping more options open longer, actively gathering information, and only committing to decisions when needed based on met conditions.
This talk was given:
- As a surprise talk at ALE2011
- As a replacement talk at LKBE11
- As a closing keynote at ADN 11
- Keynote at SDEC2011
- talk at SDC2012
- talk at agile Tour Strassbourg 2012
- talk at agile practitioners 2013
- Lean and Kanban France 2014
- agile tour Lille 2014
- agileEE 2015
(Other versions were internal dry-runs)
A presentation about how we moved with our family to live for 6 months in Bordeaux. This presentation was given with the whole family (with the kids 8, 6, 3 year old)
This document outlines a protocol for handling leftover buns. It suggests eating the buns yourself within 1-2 days, giving them to somebody else, or throwing them away as the best options. It advises against storing buns for longer than 1-2 days or aggressively pushing leftover buns onto others.
The document discusses the myth of total efficiency and the costs of prioritizing efficiency over flexibility. It notes that striving for small efficiency gains can reduce an organization's ability to change or adapt. Task switching is used as an example, where striving for multi-tasking comes at the cost of responsiveness and slowing down work. The document advocates for sequential processing over constant task switching.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
3. Me.About() Yves Hanoulle Project Coach Training, Coaching & Consultancy Services on agile & Team practices in EMEA. Certified Core Trainer Social Media YvesHanoulle Partner of Els Ryssen Father of Joppe 2002, Bent 2004, Geike 2007 3
4. You.About ( 3 minutes) Who are you? What makes you different? What would be the successful outcome of this talk for you? 4
5. Disclaimer You don’t have to believe in the sea to get wet You only have to get IN to get wet 5
7. 2 Leadership models Home 2 parents 1 to 5 children (or 17) Raising children as a single parent is hard 7
8. Who’s right? I propose you try Pair Coaching inside your company 8
9. The agile manifesto Individuals and interactionsWorking softwareCustomer collaborationResponding to change over processes and tools comprehensive documentation over contract negotiation over following a plan http://agilemanifesto.org/ 9
10. Principles behind the Agile Manifesto Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity--the art of maximizing the amount of work not done--is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. 10
16. Shared Vision Please stand if you have ever been on a team with a shared vision Please sit down when what I say is NOT true from your experience on that team 16
17. Being on a team that has a shared vision is at least ___ times as good as being on a team that doesn't 17
18. Please share with us... what, in your experience, is a shared vision? what is it like to be on a team with a shared vision? what does it take to get to a shared vision? 18
19. Emotions at work Please say Oh my god ! if you ever had a team member hiding how he felt. 1 2 3 19
20. Great practice Being on a team that states feelings, is better than being on a team where feelings get in the way 20
27. There is a mismatch between what science knows and what business does 27
28. Minimizing the damage Get awards out of people’s faces Offer rewards after the fact (As a surprise) Never turn the quest for rewards into a contest Make rewards as similar as possible to the task Give people as much choice as possible about how rewards are used Try to immunize individuals against the motivational killing effects of rewards 28
29. The Praise problem Don’t praise people, only what people do Make praise as specific as possible Avoid phony praise Avoid praise that sets up a competition 29
30. Alignment Personal goals motivate people; team goals motivate teams. Team goals are derived from Visions. Visions are derived from personal goals. 30
32. I want INTEGRITY Professional By the end of 2009 I have 5 personal coaching sessions every week I do my self-organisation session @ Agile 2010 I am coaching a team in EMEA before 2010 Personal I will check in with each family member at least once a day I use the perfection game for all feedback in my relation In 2010 the rebuilding of our house is started 32
33. How to create a shared vision Checking In Deciding Aligning: disclosing motive and setting goals Envisioning: creating shared vision 33
35. Great Practice Being on a team that is able to use the energy from conflict, and resolves every conflict directly and efficiently, is better ... 35
37. Talking Stick Vs Listen Protocol 01 A: States Sentence 02 B: Repeat Sentence in his own words 03 B: Is that Correct? 04 A: that is correct! 05 B: Is there more? 04 A: that is NOT correct 05 GOTO 01 06 A: YES 07 GOTO 01 06 A: NO 07 C=A 08 A=B 09 B=C 10 GOTO 01 37
38. Asking for help Will you…. Will you help me with… Not “Can you” 38
54. Insight: Team == Product All business service clients must call methods of this big static class. Why is it so ? You would have to ask Steve. Oh that is impossible, he is always busy... OK, let’s ask him.
69. Resources:Books Software for your head The Speed of Trust The 7 habits of highly effective people The five dysfunctions of a team Situational Leadership Teamwork is an individual skill Wave Rider X-Teams Leading Geeks
70. Resources: URL http://agilemanifesto.org/ The Core Protocols: http://alturl.com/b9fn Bruce Tuckman http://en.wikipedia.org/wiki/Forming-storming-norming-performing Situational Leadership Hersey-Blanchardhttp://en.wikipedia.org/wiki/Situational_leadership_theory Dan Pink on TED about Intrinsic vs Extrinsic motivation http://paircoaching.wordpress.com/2009/09/03/daniel-pink-on-intrinsic-extrinsic-motivation/ Agile Hitler http://paircoaching.wordpress.com/2009/05/21/the-downfall-of-agile-hitler/
73. Conferences History Kjiv (AgileEE) Geneve (AgileTourGeneve), Agilis2009 (Iceland) Scandinavian Developer Conference 2010 Agile Tour Bordeaux 2010
74. YvesHanoulle Promoting PairCoaching Organizing Coach Retrait Agile Retroflection of the Day: https://twitter.com/#!/Retroflection Agile Calendar: http://www.hanoulle.be/2010/11/agile-conferences-calendar/ Agile Games Google group: www.agilegames.org Who Is: http://www.hanoulle.be/who-is/ Agile T-shirts: http://www.flickr.com/groups/1703249@N24/ Agile Booklists: http://www.hanoulle.be/2011/08/agile-2011-booklist/ All comments on books I read: https://kindle.amazon.com/profile/Yves-Hanoulle/192415 Personal Twitter: https://twitter.com/YvesHanoulle Contact me on Linkedin: http://www.linkedin.com/in/yveshanoulle Phone: 0032 476 43 38 32 www.hanoulle.be 74
Editor's Notes
The normal way of leading is one person that leads a team/company.
There is also another way of leading, that we find normal in another part of our lives: and that is parenting.Parents typically have 2 till 5 children (With the exceptional 17 as on his picture)
We want to promote to try pair coahcing or leading also in the work part Just like with parents, pilots, police etc..
I’m doing this because I noticed that people are scared to change best practises
Build a great team and they wil build the software (dixit Pascal Van Cauwenberghe)
FormingThe “polite”stage in which the team starts to form.Everyone is trying to figure out what the team concept is.Initial “silent”leaders may take the rein.The team is usually positive –for the most part –for the initial meetings.No one has offended anyone at this point yet! StormingThe honeymoon is over.The silent leaders may be clashing for control of the group.People disagree and may blame the team concept, saying it doesn’t work.Management needs to do a lot of coaching to get people to work past their differences, may take separate 1–on–1’s with people.Norming: The team is starting to work well together, and has turned around from the ‘storming”phase. They may start to “brag up”the team concept to others who aren’t in the team and will be very positive about their role/team group. Often, the team will bounce back and forth between “storming”and “norming”when issues crop up.PerformingThis is the level where the team is a high–performance team.They can be given new projects and tasks and accomplish them successfully, and very seldom fall back into the “storming”phase.At this level, the team is taking on new work on their own, and selling it to other teams.
Horizontal Stearing: Task Oriented behaviourSet goalsOrganisingDefine timeboxesGive directionsChecking up (control)Vertical Support: Relation oriented behaviorSupply supportCommunicationCollaboration improvingActive listening (See my next Session)Give relational feedback
Shared Vision is a state, not a statementVision Partagé
Shared Vision is a State not a statement
How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
Who knows these 4 feelings?EN COLÈRE, TRISTE, CONTENT, EFFRAYÉStory of discussion with Els in the morningI’ll check inJe suis CONTENT d’être a AgileTour GeneveJe suis CONTENT J’ai pris ma family avec Je suis EFFRAYÉ mes enfants vont faire trop de bruitJe suis CONTENT on a eu un Weekend formidable a GeneveJe suis CONTENT Geneve est avait des festivité pour les enfantsJe suis EN COLÈRE, TRISTE mon all-in-one est tombé en panne vendredit passe Je suis EFFRAYÉ, c’est la premiere iteration français de cette presentationJe suis content la premiere iteration Anglais en Kyjv etais un grand succesJe suis CONTENT et EFFRAYÉ en capture cette presentation sur cameraJe suis CONTENT de voir tant de monde dans cette salleJe suis present
How would you describe effective decision makingon a team?What are some of the important team results ofefficient, painless decision making?
1945Part of Gestalt Theory In eight of the nine tasks we examined across the three experiments higher incentives led to worse performanceFirst group: I’m going time you to establise normsTo the second group: if you are in the top 25% of the fastest time you get 5 dollar. If you are the fastest: you get 2 dollar it is a nice motivatorQuestion: How much faster is the second group.Answer: it took them on average 3,5 minutes LONGERThat is not how it supposed to work, right.If you want people to perform better, you reward people.But that is not happen here.It block’s creativity.It is being replicated over and over and over again for over 40 yearsOne of the most robust
Get awards out of people’s facesOffer rewards after the fact (As a surprise)Never turn the quest for rewards into a contestMake rewards as similar as possible to the taskGive people as much choice as possible about how rewards are usedTry to immunize individuals against the motivational killing effects of rewards
Get awards out of people’s facesOffer rewards after the fact (As a surprise)Never turn the quest for rewards into a contestMake rewards as similar as possible to the taskGive people as much choice as possible about how rewards are usedTry to immunize individuals against the motivational killing effects of rewards
Instead of adding head count, make the heads we have count
la prise de conscience de soi ● la foi ● l'espoir ● la passion ● la volonté de prendre soin de moi ● le courage ● la sagesse ● la paix ● la joie ● la maturité ● une présence maximale ● la volonté de m'aimer ● la volonté de m'apprécier ● le pouvoir de sentir ce que je ressens ● le pouvoir de croire en moi-même ● l'intégrité ● le plaisir ● la facilité ● le pouvoir de m'accepter ● l'honnêteté envers moi-même ● la patience envers moi-même
Was the conflict a help or a hindrance?Did resolving the conflict help the team move forward?
Seek first to understandThen to be understood
Seek first to understandThen to be understood
How did you recognize that trust?What did that level of trust do for the team?
confianceThe next slides are on how to create the trust
entretien directementthe clothes of the “king”HALFWAY
Montrez du respectCEO SARA LEEServeur
Creeer du transparanceSome time ago I had a boss that told he team very early and very clearly that we had to firepeople even before the we knew how many, and who. I ‘m pretty sure that most people of the team where really happy with how Geert approached this.To fast: put everyone’s salaries on the table in an existing company(this might work in a new company)
Bons mauxStory how I tell my kids when I do something wrong(when I get too quickly angryIn IBM WATSON did not fire somewone who made a screw up of 10 Billion USD He said he invested that money into that guy’s training
montrez le loyalityFoto DJ Lodejo+ verhaal Erik Tjampens
Sous promesse ; delivrez au-dessus Under promise & over deliver
Edison had Story Watson IBM C4 no, I invested 10 Billion in you
Will you perfect my …I will give it a x out of 10What I like about it is …To give it a ten I would need…
confrontez la réalitéTreat grownup’s like children and they behave like children
Begin with the end in mindAcceptance criteriaWhat is the succesful outcome of this talk?When in doubt between two things you want, use the 10 years rule. Which one of the 2 choices would you regret?
ResponsabilitéWhen you something good happens look out the windowWhen something bad happens, look in the mirror
55% is body languageExample communication Game, where someone who could not We have 2 ears and only 1 mouthThere is a reason for that
EngagementsI want to be with my kids every birthdayOn the 12 October this year, I’m invited to have this talk in GeneveIt’s my daughter’s second birthdaySo I decided that my family would join me to Geneve.So that free talk costs me 5 times more moneyI do this because that is a promise I made myself
prolongez la confianceStory of Jim: a coffee and donut selling guy in NY.His income doubled by trusting his customers
Ask 4 people to be mad at a ...
The ability to respondUse the space between stimilus and respons
Rudder
The ability to respondUse the space between stimilus and responsWe have 6 ways to fail and 1 way to succeedStory of the spiders in space