Management 3.0 introduction presented the 8th November 2012 at the Agile Tour Vietnam in Ho Chi Minh

1. Management Excellence
© Alexandre Cuva  version 2.00  management30.com

4. Agile Transition Coach
Alexandre Cuva
• Agile Transition Coach, Scrum Master, Product Owner
• Management 3.0 & Certified Scrum Developer Trainer
• Event speaker
• Hermes Swiss Project Team Professional
• ITIL V3
“I coach teams and organization to become highly productive.”
http://www.slideshare.net/GToronto

5. Ho Chi Minh City
Thursday
11:00 – Management Excellence
13:30 – Dice4Agile
Friday
11:00 – TDD Dojo C#
13:30 – Energize People

6. Source from Ken Lum

7. For thousand years, we were ruled from a
Central Authority
Hue, ancient Vietnam imperial palace : http://www.travelloops.com

8. Self- organization is the
default behavior
in complex adaptive systems

10. Ho Chi Minh City is a is a complex adaptive system
(CAS), because it consists of parts (people) that form a
system (city), which shows complex behavior while it
keeps adapting to a changing environment.

11. A Fractal is a Complex Adaptive System (CAD)

12. A team is a Complex Adaptive System (CAD)
The Manager
Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside- the- nescafe- plan- in- vietnam/

13. A Team is just a zoom on our Fractal

14. Managers are ordinary people with special power
Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside- the- nescafe- plan- in- vietnam/

17. The ultimate victory in competition is derived from the inner
satisfaction of knowing that you have done your best and that
you have gotten the most out of what you had to give.
Howard Cossel, 1918- 1995

18. 10 Intrinsic Desires
Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / Competence The need to feel capable
Power The need for influence of will
Freedom / Independence / Autonomy Being an individual
Relatedness / Social Contact The need for friends
Order Or stable environments
Goal / Idealism / Purpose The need for purpose
Status The need for social standing
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20. The Seven Levels of Authority
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
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21. Managers are like leaders, they defines constraints, the
employees defines the rules

22. Managers need to share their objectives

23. Teams need to have an identity to identify their self

25. Managers need to found way so they employees learn

27. Is this possible?
shareholders / customers /
owners users
employees / workers
suppliers / partners
communities / society

28. Management
3.0
Workout Practices

29. People are the most important parts of
an organization and managers must do
all they can to keep people active,
creative, and motivated.

30. Teams can self- organize, and this
requires empowerment,
authorization, and trust from
management.

31. Self- organization can lead to
anything, and it’s therefore
necessary to protect people and
shared resources…
…and to give people a clear
purpose and defined goals.

32. Teams cannot achieve
their goals if team
members aren’t capable
enough, and managers
must therefore
contribute to the
development of
competence.

33. Many teams operate within the context of a complex
organization, and thus it is important to consider
structures that enhance communication.

34. People, teams, and
organizations need to
improve continuously to
defer failure for as long
as possible.

35. Management
3.0

36. Questions ?
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38. https://plus.google.com/u/0/102628787365618084989
http://ch.linkedin.com/in/cuvaalex
@cuvaalex (twitter)
http://agile- alexcuva.blogspot.ch (blog)
http://www.slideshare.net/GToronto
management30.com (book)
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