Managers and agile - do's and dont's
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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.
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The document discusses techniques for teams to become self-organized through gradual delegation of authority from managers. It describes playing a delegation poker game to demonstrate different levels of authority. Key points discussed include the need for empowerment and four types of trust for effective delegation. Delegation boards are presented as a tool to map out a roadmap for teams to move along seven levels of authority towards self-organization. The takeaway emphasizes that delegation requires consideration of team maturity and experience, and happens gradually through empowerment and building trust.
Solution focused approach to agile coaching at Agile Central Europe
This is the presentation I gave at Agile Central Europe 2010 about how to use Solution Focused techniques
Valuable Agile Retrospectives: The Making of - XP Days 2014 - Ben Linders
Writing a book by two people who never met each other face 2 face when they wrote, published and promoted the book is an amazing experience! Having it translated by self organized agile teams all around the world makes it awesome!!! Come and hear how we did this and what made it work, and learn how you can effectively work with people all around the world.
In 2013 Luis Gonçalves and I wrote the book Getting Value out of Agile Retrospectives. We did this by working together fully remote. We self-published it in December 2013 and gained many readers worldwide. We never met each other in person until April 2014, and are still collaborating to promote the book and helping teams worldwide to get more value out of doing agile retrospectives.
In 2014 we started with teams of volunteers all around the world to translate our book. Working remotely with people that you don't know, from different cultures, with their own ways of working, and on different continents is certainly challenging, but it turned out to be an effective and fun way to do it!
Join this session to learn:
- how you can get to know people and work together remote, i.e. without meeting face 2 face;
- which tools you can use to collaborate and communicate when working remote together;
- how you can translate a book with self organized distributed agile teams of volunteers;
- and how value, trust and respect can make it all possible.
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Agile leadership - are you ready for the economic recovery?
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Solution focused approach to agile coaching at Agile Central Europe
Solution focused approach to agile coaching at Agile Central Europe
Valuable Agile Retrospectives: The Making of - XP Days 2014 - Ben Linders
Valuable Agile Retrospectives: The Making of - XP Days 2014 - Ben Linders
Similar to Managers and agile - do's and dont's
Designing Effective Lean Transformations
by René Aernoudts of Lean Management Instituut shown at the Lean Summit 2010 - New Horizons for Lean Thinking on 2/3 November 2010
Heitger Consulting ZFU_Value Driver Leadership
The document outlines an approach to strategic leadership development. It discusses the need for a new focus on "orchestration" due to increased complexity and interactions. It proposes an innovative approach that addresses both individual leadership development and organizational leadership development. An example of a corporate leadership development program is provided, highlighting its goals, modules, and key success factors. A framework for leadership development involving various players and experiences is also presented.
BFBM(8-2016) Good to Great
၂၀၁၆ ခုႏွစ္၊ ဇူလိုင္လ (၂၃) ရက္ေန႔ (စေနေန႔) မွာ က်င္းပျပဳလုပ္ခဲ့တဲ့ Better Future Better Myanmar - 2016 (Good to Great)
စီးပြားေရးဆိုင္ရာ အခမဲ့ေဟာေျပာပြဲမ်ားရဲ႕၈ႀကိမ္ေျမာက္ေဟာေျပာပြဲမွာ ပါေမာကၡ ေဒါက္တာေအာင္ထြန္းသက္ Good to Great ေခါင္းစဥ္နဲ႔ ေဟာေျပာခဲ့တဲ့ PowerPoint Slide ျဖစ္ပါတယ္။
Dr. Karl Albrecht's model of organizational performance
The document discusses the challenges facing organizations in today's changing business environment. It notes that the usual strategies are no longer working and that executives need new approaches to improve organizational performance. The key points are:
1. Organizational performance is driven by seven domains of excellence, including strategic focus, customer value, leadership, culture and knowledge management.
2. To succeed, organizations need new views of customers as unique individuals, employees as complex performers and executives as leaders.
3. Improving performance requires evaluation, planning, implementing changes and ensuring continuity through formalizing new processes. Management ownership, employee engagement and customized solutions are critical success factors.
ISO 45001 Key Implementation Steps
ISO 45001 will be the new standard concerning Occupational Health and Safety. As its publication date is approaching, the main aim of this webinar will be to provide insights on some of the key implementation steps. Additionally, the webinar explores some possible ways of transitioning from OHSAS 18001 to ISO 45001.
Main points covered:
• Understanding the organizations objectives
• Identification of requirements for ISO 45001 implementation
• The role of top management in ISO 45001implementation
• The establishment of a positive and an effective safety culture within your organization
• Actions to be undertaken in case of hazard identification
Presenter:
Eldeen Pozniak is the Director of Pozniak Safety Associates Inc. and an International Management Consultant specializing in Occupational Health and Safety. She has provided a variety of ground to executive – level multi-project management and oversight and direction of the safety management systems, program elements and organizational culture from strategic and action plans to on-site implementation. Moreover, she has a unique blend of high level strategic, business, and safety management system understanding, and specific technical safety knowledge.
Link of the recorded session published on YouTube: https://youtu.be/xF5ejJFdUdw
Work-Out: An approach to streamline processes and eliminate unnecessary work.
Work-Out is a structured methodology for cutting out unnecessary work from the organization and solving organizational problems-fast.
Achieving Business Agility: Change Starts Here
Oftentimes organizations fall into the trap of thinking that change, such as agility, must start in specific areas. But not all agile adoptions/transformations have to start in IT. In this seminar, we will discuss agile adoption/transformation and its starting points in three different areas inside the organization:
Product Portfolio – how we identify what work needs to happen and when
Product Ideation – how agility can and should change the way we look at new products and their requirements
HR – how we start to level up our current and future team members to be able to handle agility
An Agile Journey in Healthcare
This document summarizes an organizational assessment of agile practices at a healthcare company conducted by an agile coach. The assessment found that while over half of projects claimed to use Scrum, very few teams actually followed Scrum principles. Many teams exhibited "anti-Scrum" patterns like running multiple concurrent projects in a sprint. The root causes identified included viewing agile as an IT initiative rather than company-wide, accelerated offshore utilization reducing business partnership, and an "Agile Deficit Disorder" where teams lacked discipline. The coach proposed fixes like updated training, promoting coaching, educating leadership, and addressing collaboration issues. The key lesson was that true adoption requires involving the business from the start.
L&D Summit VI - Lothar Wenzl - Workshop The Energetic Organisations
Trainconsulting provides organizational design consulting. The document discusses why organizational design is important, with 2/3 of employees lacking commitment and burnout increasing. It defines organizational design as arranging work to achieve strategy and high customer/employee experience. Four principles of an energetic organization are discussed: commitment through team-based compensation, responsibility above the waterline, fairness to stakeholders, and freedom for development. Additional case studies provide examples of flexible, minimum critical, horizontally-focused energetic organizational designs based on principles rather than rules.
Recruiting top talent venture july 15
Paul McClatchie, Director of Cpl Resources, discusses attracting and retaining top talent. He notes that businesses often rush through the hiring process and rely too heavily on salary. Instead, companies should focus on developing a strong personal brand that emphasizes challenges, opportunities, accountability and mentorship. The best hires demonstrate a strong work ethic, positive attitude, self-development and exceeding performance targets, which can increase productivity substantially compared to average performers. Employers must ensure their selection process and company culture appeal to top talent.
Dornell.izella
The document discusses developing high performance teams. It provides an overview of team building components including purpose, structure, motivation, dynamics, communication and respect among members. Effective team leadership is highlighted as understanding organizational context, goals, stakeholders and communicating clearly. High performing teams are balanced and implement processes to maximize efficiency through cooperation and buy-in from team members. Ten reasons for using teams are presented, including reducing stress, creating consensus, leveraging diversity, continuous improvement, and producing better solutions that get implemented because everyone is invested in the team's success.
Successful Motivation: Employee Recognition That Works!
Understand six universal human motivators, organize your company reward system to support them, and match rewards to employees.
Evolution Of Management.pdf
The document discusses the evolution of management thought from classical to modern theories. It covers early theorists like Taylor who focused on productivity and time studies. It also discusses the Hawthorne Studies which found social factors were important. Later, theorists like Herzberg identified motivational factors. Expectancy Theory explained how motivation depends on expectations of effort leading to performance and outcomes. Theories like Theory Z examined differences between Japanese and American management styles. Key modern contributors included Drucker, Deming, and Peters who studied excellent companies. The document also defines management by objectives and its emphasis on participative goal setting.
Keith hopper - General Assembly Product Roundtable
This document discusses how to successfully introduce new skills and ideas into an organization. It suggests focusing on one small, near-term goal and deploying a small team for a short time to avoid analysis paralysis. Equipping people with modern product skills and creating small wins can help motivate change. Managing relationships by being genuinely interested in others, not forcing your own ideas, and being enthusiastic can help win allies and influence people towards the desired changes. The overall message is that change needs to be managed carefully by directing people towards small, achievable goals and addressing both logical and emotional motivations.
Innovation and the Business Units: Survey Data and Best Practices
This document summarizes survey results from 164 executives at companies with over $1 billion in revenue regarding how innovation teams collaborate with business units. It outlines two models for this relationship: an intertwined model where innovation and business units closely collaborate, and an insulated model where they operate more independently. Emerging best practices are discussed, such as business units helping set innovation targets and providing funding or expertise. The document concludes by noting upcoming events from the Innovation Leader organization.
Hands-on Agile: Agile Maturity—Fad, Trend or Holy Grail—Survey Results
The slide-deck summarizes the preliminary findings from a survey among agile practitioners what factors influence the maturity of an agile transition at an organizational and at a team level.
SURVEY INTRODUCTION 2017-10-19:
“This was the best sprint we have ever had. We are becoming (more) agile.” Somehow, a sense of progress always seems to be fuzzy notion when it comes to ‘agile.’ And the question at the heart of all of it is always the same: How do we find out that we are ‘agile’ and are not merely practicing a form of cargo cult version of it?
Providing a path to an ultimate state of being has been a core principle of many teachings in philosophy, sociology, politics, and religion: If you follow this code, if you accept the guidance of your life by the following rules everything will be fine. (And for everyone’s convenience, we provide you with a book, a guide, and probably even a checklist.)
To no one’s surprise, the agile world is not exempt from that. What started with the Manifesto for Agile Software Development — four values and twelve principles that fit on a single page —, was followed by the still light-weight Scrum Guide. Today, the caliber of teaching has changed — just have a look the big picture diagram of SAFe® — and even in the agile world, the path to the promised land seems to be meticulously laid out.
Help us to understand better what the goal of becoming ‘agile’ means for an organization by contributing to this short anonymous survey. It will not take more than five minutes of your valued time. Of course, the results of the survey will be shared at a later stage.
Entertainment Industry
Netflix reinvented its human resources practices to focus on hiring only top talent ("A" players), providing candid performance feedback, empowering managers to build great teams, and cultivating a collaborative company culture. Netflix eliminated formal performance reviews in favor of ongoing, informal feedback conversations. The results were five human resources principles: hire fully formed adults, tell the truth about performance, make teams a top priority, cultivate culture from the top, and think like innovators rather than traditional HR. This led Netflix to thrive despite major business model changes.
SDLC Business Agility Avengers
Cerner is a member of the Steve Denning Learning Consortium (SDLC), a group of multi-national companies seeking to Change the World of Work through sharing best practices in Business Agility. This presentation is a summary of the findings of the SDLC through mid 2017 given at Cerner's internal developer's conference (DevCon 2017)
Chapter-2.pptx
The document discusses corporate entrepreneurship, including causes for its increased interest such as social and business pressures. It defines corporate entrepreneurship as entrepreneurial action within an established organization, and identifies four key elements: new business venturing, innovativeness, self-renewal, and proactiveness. The document also compares managerial and entrepreneurial decision making, and discusses establishing corporate entrepreneurship in an organization through an eight step process. Finally, it notes both problems corporations may face with new ventures and examples of successful corporate entrepreneurship programs.
Workplace integrity- Aurelkys Estevez. -Human Capital Strategies
This document discusses promoting integrity in the workplace. It begins with an agenda that includes defining integrity, discussing unethical workplace behavior, and ways to promote integrity. Integrity is defined as prioritizing moral considerations over self-interest. Unethical behaviors include rationalization, peer pressure, and disregarding company policy. The document recommends promoting integrity through policies, understanding impacts, satisfying personal values, and following laws. It suggests strong ethical leadership, effective codes of conduct, and rewarding ethical behavior. An activity proposes creating a rewards program to address issues like bribery and misuse of funds at a company. The document emphasizes the importance of integrity and consequences of lacking it, and concludes that integrity means aligning actions with words.
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Dr. Karl Albrecht's model of organizational performance
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Work-Out: An approach to streamline processes and eliminate unnecessary work.
Work-Out: An approach to streamline processes and eliminate unnecessary work.
L&D Summit VI - Lothar Wenzl - Workshop The Energetic Organisations
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Successful Motivation: Employee Recognition That Works!
Successful Motivation: Employee Recognition That Works!
Keith hopper - General Assembly Product Roundtable
Keith hopper - General Assembly Product Roundtable
Innovation and the Business Units: Survey Data and Best Practices
Innovation and the Business Units: Survey Data and Best Practices
Hands-on Agile: Agile Maturity—Fad, Trend or Holy Grail—Survey Results
Hands-on Agile: Agile Maturity—Fad, Trend or Holy Grail—Survey Results
Workplace integrity- Aurelkys Estevez. -Human Capital Strategies
Workplace integrity- Aurelkys Estevez. -Human Capital Strategies
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By Design, not by Accident - Agile Venture Bolzano 2024
As presented at the Agile Venture Bolzano, 4.06.2024
Vuoi più agilità? Riduci la complessità (organizzativa)
This document discusses principles for reducing organizational complexity at scale. It argues that complexity is the main cause of dysfunction in large organizations and must be reduced. It provides examples of how complexity negatively impacts organizations with thousands of employees across multiple sites. The document then outlines several principles for product development organizations to reduce accidental complexity, including: having end-to-end product teams rather than component-based teams, minimizing product components, focusing on factors that drive product complexity, and establishing minimum viable product owners. It advocates for building a learning organization where teams have both technical and business domain accountability.
Product? What Product?
The document discusses principles for product ownership and development at scale. It begins by asking questions about product owners, large-scale development, and common roles. It then covers defining what constitutes a product, especially at large scale. Principles for product ownership at scale include having end-to-end accountability for product value, minimum viable product owners, and collective accountability. The document also discusses reducing accidental complexity through principles like business alignment, architectural cohesion, and evolving the product definition over time.
Large-Scale Product Owner @ XPDays Germany (5.10.2023)
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2020.05.13 host leadership minicourse.key
The document discusses using the metaphor of a host to describe effective leadership. It proposes that viewing oneself as a host is a better metaphor than styles like the heroic leader or servant leader. As a host leader, one takes on roles like initiator, inviter, space creator, gatekeeper, connector, and co-participant. A host leader knows when to step forward into the spotlight and when to step back, leaving space for others. They are responsible for both providing for and joining with their guests. The document suggests leaders consider this metaphor and how they can apply aspects like creating different types of spaces for engagement.
2020.04.15 meetup - Quante stupidaggini avete sentito su Scrum? Episodio 2: I...
Le slides disegnate e presentate al Milano Scrum/Agile Users Group il 29 Aprile 2020
Quante stupidaggini avete sentito su Scrum? Episodio 1: Lo Scrum Master
Le slides disegnate e presentate al Meetup del 15 Aprile 2020 al Milano Scrum/Agile Users Group
Free software and agile: Do they fit together?
This document discusses how agile practices can be applied to free and open source software development. It identifies several challenges for using agile with distributed teams, volunteers, unclear direction or customers. It suggests practices like remote pair programming, documentation with tests, product backlogs, and mob programming to address these challenges. The document argues that free software is well-suited for agile as it allows learning across communities and sharing of knowledge and practices. It poses the question of whether free software can be a way to share agile practices more widely.
Organizzazione e Fiducia - Italian Agile Day 2019
Quanto è importante la fiducia in un Team? E, in particolare, in un Team agile? E quando consideriamo un'organizzazione che vuole essere agile, come facciamo a creare un'ecosistema in ci la fiducia tra le persone e tra persone e sistema azienda possa crescere.
Organizzazione Agile: pattern per crearla e antipattern per distruggerla
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Cause Effect Relativity & Diversity
This document discusses causal loop diagrams and their use for modeling relationships between variables. It introduces key concepts of causal loop diagrams including variables, cause-effect relationships, delays, positive and negative feedback loops, and interventions. The document then prompts readers to work in teams to build causal loop diagrams for two scenarios: 1) management putting developers under pressure to hit a deadline, using variables like quality and morale, and 2) not having time to write clean code due to being busy fixing dirty code. Readers are asked to compare their diagrams with neighbors' and merge them.
Xdde15 the art of facilitating retrospectives [and other team meetings]
This document discusses facilitation techniques for team retrospectives and meetings. It covers establishing the proper attitude as a facilitator by checking your ego and supporting the team. The facilitator should follow host leadership principles of supporting and appreciating all ideas. When choosing a retrospective format, the facilitator should consider the team's previous history, the support needed, and suitable activities. Formats may vary based on factors like team dynamics, cultural fit, and whether conflicts exist. The document also provides a taxonomy example for choosing retrospective activities and discusses using timeboxing to structure the activities.
Host Leadership @ Better Software 2014
The document discusses different metaphors for leadership, including the heroic leader, the leader as servant, and host leadership. It introduces host leadership, which defines six roles for leaders (initiator, inviter, space creator, gatekeeper, connector, co-participator) and four positions (on stage, among people, on balcony, in kitchen). Host leadership provides a flexible metaphor for leadership that can be applied to different roles in software development like managers, developers, and product owners.
Scrum master as a team coach - Agile Prague 2013
The document discusses the various roles of a Scrum Master when coaching teams, including mentor, trainer, facilitator, and mediator. It emphasizes that the Scrum Master should approach their role by considering the team's cognition, trust, and organization. This involves understanding the team's challenges and blind spots in order to support them. The Scrum Master should also consider the ecology of change and avoid nominal values, instead defining behaviors, goals, and reflection processes to challenge beliefs and support group dynamics.
Counterintuitively coaching agile organisations at tad 2013
This document discusses techniques for coaching agile organizations through change. It introduces Graves' Change Model as a framework with six stages: 1) potential for change, 2) solving current problems, 3) understanding new problems, 4) recognizing barriers, 5) insights into the new state, and 6) consolidation of changes. It also discusses using complexity theory lenses like ABIDE (attractors, boundaries, identity, dissonance, environment) and taking a solution-focused approach by moving to the desired future state and working backwards. The document advocates using questions strategically in coaching to focus on solutions rather than analyzing problems.
Scrum master as a team coach - Turku Agile Day 2013
This document discusses the role of a Scrum Master as a team coach. It explores how Scrum Masters can approach their role from a knowledge, social, and structural perspective. It also examines how Scrum Masters can support team cohesion, ecology, values, beliefs, and goals to help teams perform effectively. Scrum Masters are encouraged to reflect on how they can promote qualities like honesty, simplicity, and quality within their teams through boundaries, goal-setting, challenging beliefs, and supporting group dynamics while considering the team's ecology.
Debunking agile myths (with references)
This document debunks several myths and assumptions about agile practices. It questions the validity of claims made in agile books and frameworks by pointing to a lack of empirical evidence. It also challenges the concepts of self-organization and values in agile teams, arguing that factors like culture, context and life conditions influence group dynamics in complex ways. The document advocates for an experimental mindset to explore agile concepts through informed experiments and verification rather than accepting claims at face value. It concludes by encouraging readers to question assumptions and explore ideas for themselves.
Innovation needs waste - XP Days Benelux 2011
Here are the slides of the workshop version of Innovation Needs Waste, as presented at XP Days Benelux
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みなさんこんにちはこれ何文字まで入るの？40文字以下不可とか本当に意味わからないけどこれ限界文字数書いてないからマジでやばい文字数いけるんじゃないの？えこ...
ここ3000字までしか入らないけどタイトルの方がたくさん文字入ると思います。
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Paper: https://eprint.iacr.org/2023/1886
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- 1. Managers and Agile: Do’s and Dont's Pierluigi Pugliese http://www.agilereloaded.it @agilereloaded
- 2. 2
- 3. Managers and Agile… 3 “Problem”: Command and Control
- 4. Drilling down… • Pressure “from above” • Lack of SystemicView • Fears 4 • Personal attitude • Wrong role models • Country+company culture
- 5. Pressure “from above” 5Agile Team Other Teams IT Manager Manager VP Division Manager Manager CEO Shareholders Customer Manager Customer StaffCustomer Support Organisational Agility Stress Line Mount Corporate Dates! Plans! Revenue forecasts! Dates! Deliverables! Emergent processes Agile Values
- 6. Pressure “from above”: ideas • Right sponsors • Recognise old roles • Establish the need for the new • Protect parts of the new organisation • Training & coaching 6
- 8. Related ideas… • Peter Senge: Systems Thinking • Eliyahu Goldratt: Optimise Revenues and Costs together 8
- 9. Lack of SystemicView: ideas • Remove silos • Promote Communities of Practice • Internal Open Spaces • Global metrics 9
- 10. Fears • Career • Job safety • Recognition • Financial • Social pressure • [+Stress] • [+Mobbing] ! 1. Company intern 2. Company-private 10
- 11. Fears: ideas • Coaching, coaching, coaching (business) • Sensemaking • Less important: logical reasoning • Least important: training 11
- 13. There is no management “school”! 13
- 14. Who is your role model? 14
- 15. Personal attitude: ideas • Access to/hire role models • Business coaching (1-1) • Management team building/coaching • Leadership training/development programs 15
- 16. Country culture 16 0 20 40 60 80 U nited States U nited Kingdom G erm any Finland Italy C hina Example: Gert Hofstede - Power distance index
- 17. Country culture: ideas • Use agile values, compromise on form! • Drive the culture change, not follow it! 17
- 19. Company culture: ideas • Process work / Agile coaching • Team building • Team coaching (incl. management) • Post-heroic leadership styles • Management development/training/ coaching 19
- 20. Heroic Leadership Leader as Hero
- 21. Not a hero, but a servant Leader as Servant R. Greenleaf, 1972
- 22. Host Leadership McKergow, Bailey - “Host - Six new Roles of Engagement”, 2014
- 23. ! ! ! ! • Pressure “from above” • Lack of SystemicView • Fears • Personal attitude • Wrong role models • Country+company culture 23
- 24. Questions? Now or per email pierluigi [dot] pugliese: [at] agilereloaded [dot] it