Scrum meets Management 3.0
•
1 like•1,540 views
These are slides I used for a workshop at the Scrum Gathering in Paris, September 24, 2013. The purpose of the workshop was to discuss how ideas from management 3.0 can be used to strengthen a Scrum implementation.
Report
Share
Report
Share
Download to read offline
Recommended
Scrum meets Management 3.0 - how to apply the latest management ideas to stre...
Many Scrum implementations suffer from poor management understanding and support. In this presentation you will learn how ideas and practices from Management 3.0 can be used and applied to strengthen Scrum.
We will take a look at how the six views views on organizations from Management 3.0 (energize people, empowering teams, align constraints, develop competence, grow structure and improve everything) can be used to deliberately strengthen a Scrum implementation.
HR Goes Agile
Agile HR or Talent Management as we call it in Agile organizations turn the entire organization around. It’s employees centric, delivering value to the whole organization. At a glance, not much had changed. We still need to hire people, take care of people growth, do evaluations. Only the way we work changed significantly as the focus shifted to support the overall employee experience. Interested in what does that mean? Let me guide you through the change of mindset, practices, and tips on how to build the new Agile HR.
LO:
- Understand the fundamental need behind the Agile HR shift
- Be aware of how HR can help the organization to change the mindset
- Know what practices to avoid
- Get a number of useful practices to become your Agile HR journey
SearchLeeds 2017 - Christina Ohanian - Agile Coach, River Island- Agile in t...
Christina focuses on the heart of where agile practices and principles can really take effect: the development teams. The presentation look at the key elements of agile and how building stable, solid, and empowered teams can positively infect and disrupt organisations, bringing about a change in working practices and, more broadly, a shift in company culture. Ultimately offering key takeaways and ways of working to help drive change within your own teams and organisations.
Agile Board of Directors
Agile Board of Directors is an important part of your Agile transformation. Board must be consistent with the organization.
If agile stops at the board level, it creates a gap within the organization and governance inconsistency. Agile boards of directors create a purpose-driven organization, the sense of belonging which skyrockets organizations success.
Scaling Engineering Teams with Chris Fry
Chris Fry, angel investor and former SVP of Engineering at Twitter, gives an actionable talk on scaling engineering teams.
AgileHR 2021
The document discusses changing the way organizations work by becoming more collaborative, adaptive networks focused on employee experience rather than hierarchies and compliance. It suggests human resources can help by focusing on culture building instead of processes, and adopting practices like ongoing feedback and strategic culture over annual reviews and individual KPIs. The key message is there are no universal best practices - all practices should be selected based on supporting the organization's unique culture. Agile HR focuses on overall employee experience and coaching the organization's evolutionary purpose and collaborative culture.
Key elements of agile HR
This document discusses key elements of agile HR. It outlines 5 trademarks of agile organizations, including a clear focus on customers, cross-functional teams, rapid iterations, self-managed teams, and flexible technology. It also lists 18 practices for organizational agility. The document then examines how HR can support agile organizations and work agilely itself through practices like leading by example, adapting HR processes through rapid iteration and experimentation, using HR technology flexibly, and taking a guerrilla approach to change.
Growing agile organisations @ Agile Prague 2014
This document discusses how organizations can grow to become more agile. It addresses key challenges organizations face in optimizing efficiency, adapting to change, reducing waste, and fostering scalability and innovation. The author advocates adopting agile frameworks like Scrum and Kanban but emphasizes that true agility comes from becoming a learning organization. The document provides a model for growing agility over time through initiatives at the organizational, team, and individual levels. It also offers sample plans and approaches for coaching leadership, ScrumMasters, Product Owners, and teams to continuously improve and foster an agile culture.
Recommended
Scrum meets Management 3.0 - how to apply the latest management ideas to stre...
Many Scrum implementations suffer from poor management understanding and support. In this presentation you will learn how ideas and practices from Management 3.0 can be used and applied to strengthen Scrum.
We will take a look at how the six views views on organizations from Management 3.0 (energize people, empowering teams, align constraints, develop competence, grow structure and improve everything) can be used to deliberately strengthen a Scrum implementation.
HR Goes Agile
Agile HR or Talent Management as we call it in Agile organizations turn the entire organization around. It’s employees centric, delivering value to the whole organization. At a glance, not much had changed. We still need to hire people, take care of people growth, do evaluations. Only the way we work changed significantly as the focus shifted to support the overall employee experience. Interested in what does that mean? Let me guide you through the change of mindset, practices, and tips on how to build the new Agile HR.
LO:
- Understand the fundamental need behind the Agile HR shift
- Be aware of how HR can help the organization to change the mindset
- Know what practices to avoid
- Get a number of useful practices to become your Agile HR journey
SearchLeeds 2017 - Christina Ohanian - Agile Coach, River Island- Agile in t...
Christina focuses on the heart of where agile practices and principles can really take effect: the development teams. The presentation look at the key elements of agile and how building stable, solid, and empowered teams can positively infect and disrupt organisations, bringing about a change in working practices and, more broadly, a shift in company culture. Ultimately offering key takeaways and ways of working to help drive change within your own teams and organisations.
Agile Board of Directors
Agile Board of Directors is an important part of your Agile transformation. Board must be consistent with the organization.
If agile stops at the board level, it creates a gap within the organization and governance inconsistency. Agile boards of directors create a purpose-driven organization, the sense of belonging which skyrockets organizations success.
Scaling Engineering Teams with Chris Fry
Chris Fry, angel investor and former SVP of Engineering at Twitter, gives an actionable talk on scaling engineering teams.
AgileHR 2021
The document discusses changing the way organizations work by becoming more collaborative, adaptive networks focused on employee experience rather than hierarchies and compliance. It suggests human resources can help by focusing on culture building instead of processes, and adopting practices like ongoing feedback and strategic culture over annual reviews and individual KPIs. The key message is there are no universal best practices - all practices should be selected based on supporting the organization's unique culture. Agile HR focuses on overall employee experience and coaching the organization's evolutionary purpose and collaborative culture.
Key elements of agile HR
This document discusses key elements of agile HR. It outlines 5 trademarks of agile organizations, including a clear focus on customers, cross-functional teams, rapid iterations, self-managed teams, and flexible technology. It also lists 18 practices for organizational agility. The document then examines how HR can support agile organizations and work agilely itself through practices like leading by example, adapting HR processes through rapid iteration and experimentation, using HR technology flexibly, and taking a guerrilla approach to change.
Growing agile organisations @ Agile Prague 2014
This document discusses how organizations can grow to become more agile. It addresses key challenges organizations face in optimizing efficiency, adapting to change, reducing waste, and fostering scalability and innovation. The author advocates adopting agile frameworks like Scrum and Kanban but emphasizes that true agility comes from becoming a learning organization. The document provides a model for growing agility over time through initiatives at the organizational, team, and individual levels. It also offers sample plans and approaches for coaching leadership, ScrumMasters, Product Owners, and teams to continuously improve and foster an agile culture.
Scaling Engineering Teams for Growth
This document discusses scaling an engineering team from 50 to 250 people to support rapid growth. It outlines transitioning from 1 feature team and code base to 7 feature teams and multiple code bases. The key aspects covered are culture, people, structure, process and architecture. Some of the changes discussed are moving from monthly to daily deployments, from one big yearly release to multiple smaller monthly releases, and transforming over a 16 month period. The document emphasizes that culture, selecting the right people and giving teams autonomy are critical to successfully scaling the engineering organization.
Growing Agile Organisations @ Lean & Agile for Innovation 2014, Milan
This document discusses how organizations can grow to become more agile. It focuses on four levels - individuals, teams, Scrum Masters/Product Owners, and the organization as a whole. For each level, it provides examples of initiatives that can be taken including training, coaching, facilitating reflection, and fostering communities of practice. The goal is to progress from initially installing agility to eventually perfecting agility through continuous improvement. Key aspects discussed include developing an agile culture and mindset, promoting intrinsic motivation, leadership as a distributed trait, and fostering alignment through vision and sensemaking.
Evoking excellence through agile coaching
This document discusses the role of an Agile coach and why organizations engage Agile coaches. It begins by outlining the speaker's experience transitioning between different Agile frameworks over 15 years. It then explains that an Agile coach helps organizations achieve excellence, transform culture, develop people, and innovate through practices like mentoring, facilitating, teaching, and consulting. The document differentiates between types of Agile coaches and discusses common myths about coaching. It emphasizes that coaching is not about having all the answers but rather facilitating self-discovery. The document provides resources for developing coaching competencies and engaging an effective coach.
Agile HR - Human Resource Management - Manu Melwin Joy
The "Agile Model of HR" states that human resources' job is not just to implement controls and standards, and drive execution—but rather to facilitate and improve organizational agility.
Growing agile organisations mini iad trento 2014
This document discusses how organizations can grow to be more agile. It emphasizes that becoming agile is a journey that involves initiating, installing, and perfecting agility over time. Key aspects of this journey include developing agile teams and culture, coaching individuals and roles like Scrum Masters and Product Owners, and helping leadership foster organizational alignment. Coaching and developing skills like reflection are important for continuous improvement across teams, roles, and the organization overall. The goal is for the entire organization to develop an agile mindset and way of working.
Agile HR From the trenches
An Agile transformation often focuses on IT, and at most cases runs into the boundaries of the softer side of the organisation. What if we initiate a transformation which is HR related? which is focused on employee engagement, and which applies Agile principles and the Scrum practice in HR? In this session I’d like to introduce you to the Agile HR manifesto, and share with you my HR agile journey, i hope to inspire you to have your own.
Test Beyond Quality , Beyond Software
The document is a presentation by Mike Sutton about helping organizations become more effective through agile practices. Some key points:
- Mike has over 20 years experience as a developer and 9 years coaching over 150 teams and 1500 people.
- He helps teams and management develop strategies to continuously improve effectiveness through simple tools that reduce risk and increase value.
- Business growth brings challenges around complexity, risk, expectations and resources that impact leadership, roles, collaboration and how organizations choose tools and care about outcomes.
- Agile teams can cultivate behaviors and cultures valuable for managing uncertainty beyond just software development. The testing discipline should also expand its influence to the wider organization.
- Effective agile practices around regular cad
Connect your brand with Ireland's senior business leaders
Ibec events offer you an opportunity to connect with Ireland's business leaders. Contact me today to talk about tailored sponsorship packages at Sarah-Jane.Willoughby@ibec.ie
Managers and agile - do's and dont's
This document discusses challenges managers face in adopting Agile and provides recommendations. It identifies issues like command and control management styles, lack of a systemic view, fears of change, and cultural influences. The document recommends that managers receive coaching to develop a servant leadership approach, break down silos, promote communities of practice, and drive cultural change through Agile values rather than conforming to existing culture. Adopting new management styles and developing systemic thinking can help managers support Agile teams.
Organizational structural change to improve business agility
Organizational structural change to improve business agility. How structure changes enable business agility.
If we’re agile, why do we need managers (tri valley aln, 3.14)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Heroes are Expensive: Extinguishing the Firefighting Culture
Heroes are Expensive: Extinguishing the Firefighting CultureSue Johnston, MBA + a bunch of other stuff
Presentation on hero Syndrome for Scrum Gathering Canada March 26, 2018. How it starts, its impact, what we can do about it. Company culture - IAD 2013 workshop
This document discusses company culture and how to introduce agile methodologies. It defines culture as "how we do things in order to succeed." The core of a company's culture is either control, collaboration, competence or cultivation. While changing culture is difficult and takes time, identifying existing "subcultures" aligned with agile and focusing on solving problems can help initiate the transition. Introducing agile practices gradually and getting others involved from the start are also recommended approaches. The overall message is that adopting agile represents a cultural shift for an organization.
Introduction to Management 3.0 : Presented by Ralph van Roosmalen
Management 3.0 is a movement of innovation, leadership and management. Management 3.0 is redefining the definition of leadership with management as a group responsibility. It’s about working together to find the most efficient way for a business to achieve its goals while maintaining the happiness of workers as a priority.
Management 3.0 is a global management revolution that brings together thousands of project managers, mid-level managers, CEOs and entrepreneurs, developing solutions together, using games to encourage employee feedback and team collaboration.
Leadership StylesJust as leaders can be found in many places.docx
The document discusses leadership styles and the human resources cycle. It describes six leadership styles - pacesetting, visionary, affiliative, coaching, coercive, and democratic. It also outlines the six stages of the human resources cycle: recruit, employ, reward, manage, develop, and transition/exit. The human resources cycle aims to ensure a business has the right people in the right jobs through all stages of employment.
What Is Agile Management?
The document discusses Agile management and provides an overview of its key principles and practices. It defines Agile as valuing customer involvement, frequent delivery of working software, collaboration, and responding to change. The document outlines the seven dimensions of software projects including value, people, functionality, quality, tools, time, and process. It then discusses how Agile managers should energize people, empower teams, align constraints, develop competence, grow structure, and continuously improve using a model of Agile management.
Sample Assignment on Leadership & Management Development
The document discusses leadership and management development (LMD) issues in two merging research organizations. It identifies key issues like demotivated managers and a lack of effective leaders. After the merger, communication issues may arise due to different cultures and backgrounds of the combined 1400 employees. The new company, Restec, aims to focus on developing a unified culture, professional management, and international leadership to achieve strategic goals. Approaches to LMD include power and role-based cultures, democratic leadership style, and a functional structure to enhance skills. Ethical considerations for planning include respecting trade unions and avoiding discrimination.
Employees Leave Managers, Not Companies
Presented by
Jack Altman
CEO, Lattice
Bart Macdonald
Presented by
Bart Macdonald
Founder and CEO, Sapling
Did you know 50% of employees who quit cite their managers as the reason? Managers impact so much of the employee work experience. We’ll discuss how managers can set best practices and engage their employees from the start and give tactical advice for becoming a manager-obsessed company.
In this webinar, Lattice and Sapling will explore why managers are critical for retention and overall business success.
Here’s what you’ll learn:
The real cost of employee turnover
How to plant the seeds of employee success early on
How managers can act like coaches, not bosses
The setup of a people management infrastructure
How to build and support a feedback culture
Special thanks to our partners: Lattice
People Leave Managers, Not Jobs
This webinar dives into why managers are critical for retention and overall business success. We’ll explore how managers can engage employees even before they start and give tactical advice for becoming a manager-obsessed company. Here’s what you’ll learn:
-Elements of strong and weak employee-manager relationships
-How bad managers affect employee lifetime value
-Tools to equip new managers with success
-The real cost of employee turnover
Presented by:
Jack Altman, CEO & Co-Founder, Lattice
Bart Macdonald, Founder and CEO, Sapling
Team management
The document provides an agenda for a presentation on team management. It covers 7 topics: understanding individual people, team building and leadership, the role of the manager, organizational skills, restructuring and change processes, essentials of human resource management, and organizational culture. For each topic, there are subsections that go into more detail about concepts such as understanding personality types, building effective teams, leadership vs management, and the importance of organizational culture.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
How HR Directors can bring the change with Management 3.0 and techniques ?
Which methods and techniques can be used to change and transform teams? As a HR Director, stakeholder in Directors' Boards, Managers and Employees, you often ask this question.
We offer you a presentation session of the Management 3.0 approach, its techniques, and field feedback from Alex GON, partner consultant helping Directors with these tools.
Alex is a Certified Facilitator and Management 3.0 Partner.
Program
1 / Introduction to Management 3.0 and techniques
2 / Feedback from the battleground
3 / How to implement it? how to train?
4 / Your current questions: let's provide answers!
More Related Content
What's hot
Scaling Engineering Teams for Growth
This document discusses scaling an engineering team from 50 to 250 people to support rapid growth. It outlines transitioning from 1 feature team and code base to 7 feature teams and multiple code bases. The key aspects covered are culture, people, structure, process and architecture. Some of the changes discussed are moving from monthly to daily deployments, from one big yearly release to multiple smaller monthly releases, and transforming over a 16 month period. The document emphasizes that culture, selecting the right people and giving teams autonomy are critical to successfully scaling the engineering organization.
Growing Agile Organisations @ Lean & Agile for Innovation 2014, Milan
This document discusses how organizations can grow to become more agile. It focuses on four levels - individuals, teams, Scrum Masters/Product Owners, and the organization as a whole. For each level, it provides examples of initiatives that can be taken including training, coaching, facilitating reflection, and fostering communities of practice. The goal is to progress from initially installing agility to eventually perfecting agility through continuous improvement. Key aspects discussed include developing an agile culture and mindset, promoting intrinsic motivation, leadership as a distributed trait, and fostering alignment through vision and sensemaking.
Evoking excellence through agile coaching
This document discusses the role of an Agile coach and why organizations engage Agile coaches. It begins by outlining the speaker's experience transitioning between different Agile frameworks over 15 years. It then explains that an Agile coach helps organizations achieve excellence, transform culture, develop people, and innovate through practices like mentoring, facilitating, teaching, and consulting. The document differentiates between types of Agile coaches and discusses common myths about coaching. It emphasizes that coaching is not about having all the answers but rather facilitating self-discovery. The document provides resources for developing coaching competencies and engaging an effective coach.
Agile HR - Human Resource Management - Manu Melwin Joy
The "Agile Model of HR" states that human resources' job is not just to implement controls and standards, and drive execution—but rather to facilitate and improve organizational agility.
Growing agile organisations mini iad trento 2014
This document discusses how organizations can grow to be more agile. It emphasizes that becoming agile is a journey that involves initiating, installing, and perfecting agility over time. Key aspects of this journey include developing agile teams and culture, coaching individuals and roles like Scrum Masters and Product Owners, and helping leadership foster organizational alignment. Coaching and developing skills like reflection are important for continuous improvement across teams, roles, and the organization overall. The goal is for the entire organization to develop an agile mindset and way of working.
Agile HR From the trenches
An Agile transformation often focuses on IT, and at most cases runs into the boundaries of the softer side of the organisation. What if we initiate a transformation which is HR related? which is focused on employee engagement, and which applies Agile principles and the Scrum practice in HR? In this session I’d like to introduce you to the Agile HR manifesto, and share with you my HR agile journey, i hope to inspire you to have your own.
Test Beyond Quality , Beyond Software
The document is a presentation by Mike Sutton about helping organizations become more effective through agile practices. Some key points:
- Mike has over 20 years experience as a developer and 9 years coaching over 150 teams and 1500 people.
- He helps teams and management develop strategies to continuously improve effectiveness through simple tools that reduce risk and increase value.
- Business growth brings challenges around complexity, risk, expectations and resources that impact leadership, roles, collaboration and how organizations choose tools and care about outcomes.
- Agile teams can cultivate behaviors and cultures valuable for managing uncertainty beyond just software development. The testing discipline should also expand its influence to the wider organization.
- Effective agile practices around regular cad
Connect your brand with Ireland's senior business leaders
Ibec events offer you an opportunity to connect with Ireland's business leaders. Contact me today to talk about tailored sponsorship packages at Sarah-Jane.Willoughby@ibec.ie
Managers and agile - do's and dont's
This document discusses challenges managers face in adopting Agile and provides recommendations. It identifies issues like command and control management styles, lack of a systemic view, fears of change, and cultural influences. The document recommends that managers receive coaching to develop a servant leadership approach, break down silos, promote communities of practice, and drive cultural change through Agile values rather than conforming to existing culture. Adopting new management styles and developing systemic thinking can help managers support Agile teams.
Organizational structural change to improve business agility
Organizational structural change to improve business agility. How structure changes enable business agility.
If we’re agile, why do we need managers (tri valley aln, 3.14)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Heroes are Expensive: Extinguishing the Firefighting Culture
Heroes are Expensive: Extinguishing the Firefighting CultureSue Johnston, MBA + a bunch of other stuff
Presentation on hero Syndrome for Scrum Gathering Canada March 26, 2018. How it starts, its impact, what we can do about it. Company culture - IAD 2013 workshop
This document discusses company culture and how to introduce agile methodologies. It defines culture as "how we do things in order to succeed." The core of a company's culture is either control, collaboration, competence or cultivation. While changing culture is difficult and takes time, identifying existing "subcultures" aligned with agile and focusing on solving problems can help initiate the transition. Introducing agile practices gradually and getting others involved from the start are also recommended approaches. The overall message is that adopting agile represents a cultural shift for an organization.
What's hot (13)
Growing Agile Organisations @ Lean & Agile for Innovation 2014, Milan
Growing Agile Organisations @ Lean & Agile for Innovation 2014, Milan
Agile HR - Human Resource Management - Manu Melwin Joy
Agile HR - Human Resource Management - Manu Melwin Joy
Connect your brand with Ireland's senior business leaders
Connect your brand with Ireland's senior business leaders
Organizational structural change to improve business agility
Organizational structural change to improve business agility
If we’re agile, why do we need managers (tri valley aln, 3.14)
If we’re agile, why do we need managers (tri valley aln, 3.14)
Heroes are Expensive: Extinguishing the Firefighting Culture
Heroes are Expensive: Extinguishing the Firefighting Culture
Similar to Scrum meets Management 3.0
Introduction to Management 3.0 : Presented by Ralph van Roosmalen
Management 3.0 is a movement of innovation, leadership and management. Management 3.0 is redefining the definition of leadership with management as a group responsibility. It’s about working together to find the most efficient way for a business to achieve its goals while maintaining the happiness of workers as a priority.
Management 3.0 is a global management revolution that brings together thousands of project managers, mid-level managers, CEOs and entrepreneurs, developing solutions together, using games to encourage employee feedback and team collaboration.
Leadership StylesJust as leaders can be found in many places.docx
The document discusses leadership styles and the human resources cycle. It describes six leadership styles - pacesetting, visionary, affiliative, coaching, coercive, and democratic. It also outlines the six stages of the human resources cycle: recruit, employ, reward, manage, develop, and transition/exit. The human resources cycle aims to ensure a business has the right people in the right jobs through all stages of employment.
What Is Agile Management?
The document discusses Agile management and provides an overview of its key principles and practices. It defines Agile as valuing customer involvement, frequent delivery of working software, collaboration, and responding to change. The document outlines the seven dimensions of software projects including value, people, functionality, quality, tools, time, and process. It then discusses how Agile managers should energize people, empower teams, align constraints, develop competence, grow structure, and continuously improve using a model of Agile management.
Sample Assignment on Leadership & Management Development
The document discusses leadership and management development (LMD) issues in two merging research organizations. It identifies key issues like demotivated managers and a lack of effective leaders. After the merger, communication issues may arise due to different cultures and backgrounds of the combined 1400 employees. The new company, Restec, aims to focus on developing a unified culture, professional management, and international leadership to achieve strategic goals. Approaches to LMD include power and role-based cultures, democratic leadership style, and a functional structure to enhance skills. Ethical considerations for planning include respecting trade unions and avoiding discrimination.
Employees Leave Managers, Not Companies
Presented by
Jack Altman
CEO, Lattice
Bart Macdonald
Presented by
Bart Macdonald
Founder and CEO, Sapling
Did you know 50% of employees who quit cite their managers as the reason? Managers impact so much of the employee work experience. We’ll discuss how managers can set best practices and engage their employees from the start and give tactical advice for becoming a manager-obsessed company.
In this webinar, Lattice and Sapling will explore why managers are critical for retention and overall business success.
Here’s what you’ll learn:
The real cost of employee turnover
How to plant the seeds of employee success early on
How managers can act like coaches, not bosses
The setup of a people management infrastructure
How to build and support a feedback culture
Special thanks to our partners: Lattice
People Leave Managers, Not Jobs
This webinar dives into why managers are critical for retention and overall business success. We’ll explore how managers can engage employees even before they start and give tactical advice for becoming a manager-obsessed company. Here’s what you’ll learn:
-Elements of strong and weak employee-manager relationships
-How bad managers affect employee lifetime value
-Tools to equip new managers with success
-The real cost of employee turnover
Presented by:
Jack Altman, CEO & Co-Founder, Lattice
Bart Macdonald, Founder and CEO, Sapling
Team management
The document provides an agenda for a presentation on team management. It covers 7 topics: understanding individual people, team building and leadership, the role of the manager, organizational skills, restructuring and change processes, essentials of human resource management, and organizational culture. For each topic, there are subsections that go into more detail about concepts such as understanding personality types, building effective teams, leadership vs management, and the importance of organizational culture.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
How HR Directors can bring the change with Management 3.0 and techniques ?
Which methods and techniques can be used to change and transform teams? As a HR Director, stakeholder in Directors' Boards, Managers and Employees, you often ask this question.
We offer you a presentation session of the Management 3.0 approach, its techniques, and field feedback from Alex GON, partner consultant helping Directors with these tools.
Alex is a Certified Facilitator and Management 3.0 Partner.
Program
1 / Introduction to Management 3.0 and techniques
2 / Feedback from the battleground
3 / How to implement it? how to train?
4 / Your current questions: let's provide answers!
Agile - 5 points for managers
1. Agile is still a form of management that focuses on empowering self-organizing teams through establishing the right environment and shielding them from obstacles.
2. Managers are responsible for both the physical workspace and cultural environment that allows teams to thrive, innovate, and feel safe to admit failures.
3. The role of the manager is to care for the mechanisms that support teams such as Scrum Masters, Product Owners, and to intervene only when necessary to remove impediments or resolve deadlocks between teams.
The Elephant In The Room: Motivation (2nd revision)
This is the second revision of one of my favorite talk about how to improve people's motivation during agile adaptation. I presented it in the April'13 event of Google Developers Group (GDG) Istanbul.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of the early agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
Agile Tour Zurich Three Secrets of Agile Leaders
How do leaders achieve long-term goals? How do they inspire people to achieve goals larger than themselves? Three stories of successful leaders, three secrets, and three tips for becoming a better leader. (Hint: The answer is hiding in plain sight.)
Three Secrets of Agile Leadership
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to “be” agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
Unleash your HR Career (final)
This document discusses how to unleash your HR career. It begins with introductions and establishing guidelines. It then defines human resources management as the strategic approach to developing and managing an organization's workforce. The document outlines the typical responsibilities of HR managers, which include workforce planning, job analysis, recruitment and selection, performance management, and more. It stresses that all HR functions should serve the company's overall strategy. The document then discusses the talent management process and some key components like recruitment, interviews, and employee motivation and retention. It concludes by providing 10 tips for developing one's career in HR, such as continuous learning, volunteering, and networking in HR groups.
Why People Management
People management is an essential part of any successful business. It involves understanding the needs and goals of your employees, motivating them to reach their potential, and developing effective strategies for leading a productive workforce.
Good people management practices can help to create a positive work environment, increase employee loyalty and engagement, and ultimately lead to increased productivity and profitability. In this article we will explore the benefits of people management and discuss why it is an important aspect of running a successful business.
People management is a critical component to achieving successful business operations. It’s important to make the right decision when choosing a provider for these services. Enroute is an agency that specializes in providing people management and other outsourced services. From recruiting and payroll to employee onboarding and training, they offer comprehensive solutions tailored to each client’s needs.
Contact Information:
🏠 Ranks Business Center (Level 4), Ka-218/1, Pragati Sarani, Dhaka-1229
📞 09610405060
✉️ contactus@enroute.com.bd
🌐 www.enroute.com.bd
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron Lichty
A common misconception about agile is that managers are unnecessary. After all, agile is based on self-organizing teams. If the teams organize themselves, what do managers do?
Unfortunately, most scrum training plays into that. Think about it: how many trainers or coaches have you seen sketch the structure of a scrum team with a drawing that includes a manager? While there's always a scrum master and a product owner, the core team and maybe some stakeholders, have you ever seen a manager in that drawing?
This misconception can be a problem all around: A frequently cited barrier to agile adoption is managers who don't know what to do when their teams become self-managing. When they're not included in training, how would they (or anyone else, for that matter) know how to characterize their role. At the same time, organizations often lay down expectations of managers, some compatible with agile, some not.
Agile has clearly shifted the old roles and responsibilities. Managers bent on command-and-control are clearly a barrier to agile adoption. But managers who take a hands-off approach or are treading water in a sea of ambiguity will almost certainly stymie adoption, as well.
Ron Lichty believes (and so do a lot of leading agile thought leaders) that managers have critical roles to play in enabling success, both of transitions to agile and of agile itself. This session is about those roles.
The End of my Career
The document discusses the transition away from fixed titles and positions at one company. Over time, various teams experimented with different approaches, such as abolishing fixed team lead roles, allowing teams to select their own roles, and having employees sign a document renouncing their titles. By 2013, all teams were selecting and defining their own roles. This emergence of roles replaced the previous rigid structure with one that was more flexible and adapted to the needs of teams and individuals.
Project Leadership
Description of Project Leadership, Project Team Definition, Project Leadership Styles, Difference between Management and Leadership, Skills for Project Leadership, Research and Analysis, Democratic style, Presetting style, Conflict management, Proposing changes
Be a Team Leader, not a Manager!
What's the difference between a team leader and a manager? How to become the leader and digging the best of your people's skills and talent?
Similar to Scrum meets Management 3.0 (20)
Introduction to Management 3.0 : Presented by Ralph van Roosmalen
Introduction to Management 3.0 : Presented by Ralph van Roosmalen
Leadership StylesJust as leaders can be found in many places.docx
Leadership StylesJust as leaders can be found in many places.docx
Sample Assignment on Leadership & Management Development
Sample Assignment on Leadership & Management Development
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)
How HR Directors can bring the change with Management 3.0 and techniques ?
How HR Directors can bring the change with Management 3.0 and techniques ?
The Elephant In The Room: Motivation (2nd revision)
The Elephant In The Room: Motivation (2nd revision)
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron Lichty
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron Lichty
More from Arne Åhlander
Building Blocks for Self Organization
Self-Organization is the key to success in Agile. In this presentation we will investigate what is needed in order to excel at Self-Organization. Prerequisites for Self-Organization as well as a possible roadmap to Self-Organization will be presented. Finally, we will discuss some enablers and building blocks for Self-Organization.
Coaching Teams to Self-organization
Presented at Global Scrum Gathering in Vienna 2017 #SGVIE
In the session we took a look at different approaches to the coaching of a team dependent on which development phase the team is in.
We learned how ScrumMasters can use knowledge of team dynamics as driver for team coaching and enhancement of self organization.
Have you seen teams go through phases in their development and maturity as a team? Have you had trouble how to best support a team in different situations?
A great ScrumMaster needs to be able to handle situations like the above. This is often done by observing the team and deciding how to best coach it to become self organized.
Full-Time Dedicated ScrumMaster
This document discusses the responsibilities and role of a full-time ScrumMaster. It outlines basic ScrumMaster responsibilities according to the Scrum Guide including promoting Scrum practices, helping others understand Scrum theory, and serving the Product Owner, Development Team, and Organization. The document also lists possible benefits of a full-time ScrumMaster such as focus, dealing with root causes, and happy teams and stakeholders. Challenges include issues with time and money. It emphasizes that a forgotten responsibility is service to the organization, which includes leading Scrum adoption, planning implementations, and causing change that increases productivity.
Becoming a Successful Product Owner
It is far too common for a newly appointed Product Owner to be left alone without any instructions or ideas of how to succeed than we care to imagine. The role of the Product Owner is different from traditional roles and in order to survive as a Product Owner new learning is necessary. In order to become a successful Product Owner you don’t only need a vision, you also need good tools, principles and practices.
In this session I will go through a number of principles, tools and practices that can help you to become more successful in your role regardless if you are new in the role or more experienced. After the session you will have a collection of principles, tools and practices to apply directly when returning home after the conference.
In this presentation you will learn:
Different ways of creating and communicating a product vision
Principles to follow in order to become a successful Product Owner
Tools and practices suitable for a Product Owner
Coaching teams to self organization
Use knowledge of team dynamics as driver for team coaching and enhancement of self organization.
Have you seen teams go through phases in their development and maturity as a team? Have you had trouble how to best support a team in different situations?
A great ScrumMaster needs to be able to handle situations like the above. This is often done by observing the team and deciding how to best coach it to become self organized.
In this session we will take a look at different approaches to the coaching of a team dependent on which development phase the team is in.
The Listening ScrumMaster
A good advice to any ScrumMaster is ”Ask the team!”. In order to do so a ScrumMaster needs to be equipped with knowledge in the art of powerful questions. A ScrumMaster also needs to be equipped with good listening skills.
With strong listening skills the ScrumMaster can empower the team and let it have the voice and own the problem. This presentation will help readers take further steps towards perfection of their listening skills.
Release planning in Scrum
A summary of what you may need to think about if, and I write if, you need to add Release Planning to scrum.
Agile från dag 1
This document discusses starting Agile development from day one by focusing on lightweight requirements management. It recommends beginning with daily stand-ups, co-locating teams, and continuous integration and test-driven development. Agile principles emphasize satisfying customers through early delivery, welcoming changing requirements, and measuring progress through working software. Structured requirements management can complement Agile by providing information flow, organizing and prioritizing requirements. Challenges of lightweight requirements include capturing interconnected needs and choosing prioritization methods focused on customer value.
Five things before you go Agile
Today many teams and companies are turning to Agile product development. Scrum is among the most popular choices. The promises from Agile are several. Still it is good advice to do a couple of things before you go Agile. In the following I will list and discuss five things to do before you go Agile.
Kaizen or Kaikaku
Scrum is about continuous improvement among other things.
When discussing continuous improvement many think about Kaizen. In this presentation you will get the opportunity to discuss Kaizen and Kaikaku, another Lean approach to improvement, their suitability, benefits, and pitfalls.
High ROI Development
In this presentation I will discuss how to manage high ROI software development. In order to do so I will start by addressing the biggest challenges and then covering how to meet those challenges in a good way. I will draw from my experiences from managing consultants, managing products and managing people in a product management department. I will also make use of my experiences from coaching organizations working according to Scrum. Including teams, scrummasters, product owners, managers and stakeholders.
What are the biggest challenges in managing high ROI software development and how are they best met. Participants in this seminar will get the opportunity to discuss management challenges and how to overcome them.
More from Arne Åhlander (12)
Recently uploaded
2022 Vintage Roman Numerals Men Rings
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Indian Matka Indian satta Matka Dpboss Matka Kalyan Chart Matka Boss otg matka Guessing Satta Recruiting in the Digital Age: A Social Media Masterclass
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Best practices for project execution and delivery
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
Organizational Change Leadership Agile Tour Geneve 2024
Organizational Change Leadership at Agile Tour Geneve 2024
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
CALL 8867766396 SATTA MATKA | DPBOSS | KALYAN MAIN BAZAR | FAST MATKA | DPBOSS GUESSING | TARA MATKA | KALYAN CHART | MATKA BOSS
How to Implement a Real Estate CRM Software
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto RicoCorey Perlman, Social Media Speaker and Consultant
Social media for business Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSSUnveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Creative Web Design Company in Singapore
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.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
ModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
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).
Recently uploaded (20)
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdf
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Dpboss Matka Guessing Satta Matta Matka Kalyan Chart Satta Matka
Recruiting in the Digital Age: A Social Media Masterclass
Recruiting in the Digital Age: A Social Media Masterclass
Organizational Change Leadership Agile Tour Geneve 2024
Organizational Change Leadership Agile Tour Geneve 2024
The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
Call 8867766396 Satta Matka Dpboss Matka Guessing Satta batta Matka 420 Satta...
The Influence of Marketing Strategy and Market Competition on Business Perfor...
The Influence of Marketing Strategy and Market Competition on Business Perfor...
Authentically Social by Corey Perlman - EO Puerto Rico
Authentically Social by Corey Perlman - EO Puerto Rico
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Satta Matka Dpboss Matka Guessing Kalyan Chart Indian Matka Kalyan panel Chart
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
ModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
ModelingMarketingStrategiesMKS.CollumbiaUniversitypdf
Scrum meets Management 3.0
- 1. Scrum meets Management 3.0 - how to apply the latest management ideas to strengthen Scrum Arne Åhlander www.aqqurite.se Twitter: @ArneAhl LinkedIn: http://se.linkedin.com/in/arneahlander arne.ahlander@aqqurite.se Agenda • Intro • Management 3.0 model • Six views discussion • Three scenarios discussion • Summary and conclusions
- 2. Intro • Management support for Scrum • Good examples • Bad examples Management 3.0
- 6. 11 The six views • In groups • Pick a view to discuss based on the following questions: • How can the knowledge from this view be applied in Scrum? • Which Scrum role is best suited to apply this view? • How can this view be used by management?
- 7. • How can the knowledge from this view be applied in Scrum? • Which Scrum role is best suited to apply this view? • How can this view be used by management? • Pick a view to discuss based on the following questions: Three scenarios • Discuss the following scenarios based on what of the M 3.0 views can be applicable: • A new team that is new to Scrum • A mature team that is new to Scrum • A mature team that has struggled with the implementation of Scrum for a year.They have made some progress and believe more improvements are possible
- 8. • A new team that is new to Scrum • A mature team that is new to Scrum • A mature team that has struggled with the implementation of Scrum for a year. They have made some progress and believe more improvements are possible Summary • See more about Management 3.0 on • http://www.management30.com/ • The Meddlers game I mentioned: • http://www.noop.nl/2011/09/meddlers-free-exercise.html • http://www.management30.com/product/meddlers/ • Litterature mentioned during workshop: • Management 3.0, Jurgen Appelo • The Five Dysfunctions of a Team, Patrick Lencioni