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Nirmaljeet Malhotra Presentation
This document discusses making organizations more agile through adopting an agile leadership mindset. It explores common perceptions that leaders, managers, and teams have that can obstruct agile adoption and recommends focusing on self-organization, trusting people to make decisions, using appropriate metrics, teaching agile principles, making failure safe, and adapting existing structures to be more agile.
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Nirmaljeet Malhotra Presentation
- 1. Making “them” agile Theagile leadership mindset
- 2. Presenter: Nirmaljeet Malhotra EnterpriseAgile Coach and Trainer CSM, CSPO, PSM, CSP, ICP-ACC, PMP Nirmaljeet.Malhotra@improving.com www.nirmaljeet.com Nirmaljeet Malhotra @mnirmaljeet www.nirmaljeet.comNirmaljeet.Malhotra@improving.com
- 5. Consultation Weather Yosemite National Park LakeTahoe Universal and Disneyland CA is great. You should visit
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- 11. Agile Agile ◦ Characterized byquickness, lightness, and ease of movement, nimble ◦ Mentally quick or alert: an agile method Agile methodologies attempt to be ”adaptive” rather than “predictive”
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- 14. Customer’s perception - Fixedscope, budget and time else it won’t happen - The team understands exactly what needs to be delivered - Each requirement is a must have - Team will deliver exactly what is needed in X months - Make claims real
- 15. Management’s perception - Failureis not an option (Customer delight) - If the commitment is to deliver in x months, the team needs to be done in x – y months - I know exactly what it will take to get this done - Team will not deliver if not micro managed
- 16. Team’s perception - Theydon’t understand how complex this is - We know it’s going to be delayed - Its easy to have a opinion - They really do not need it this soon - Requirements will change - Estimates are estimates
- 18. Perceptions drive behaviors Behaviorsbecome habits
- 20. Obstacles to agileadoption Change management Organizational culture Managerial support Team education External pressure Management responsibilities
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- 27. Key to successfulleadership is influence and not authority - Kenneth Blanchard
- 28. Context – Trustownership model Apathy Energy & Innovation Command & Control Conflict Trust Control Low High Leadership&Business Process Team/Individual Ownership Integrity as foundation
- 29. Teach and supportagile principles
- 30. Trust people tomake decisions
- 31. Metrics Tell me howyou measure me and I will tell you how I behave --Eliyahu Goldratt
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- 33. What do youlike to measure? Images courtesy agileSHERPA Value
- 34. Rolling funding ofprojects
- 35. Host leadership (McKergowandBailey) -- Initiator, providing the initial sparks of what might become a broader initiative - - Inviter, inviting relevant people to join an idea - - Space creator, thus creating an environment, physical and emotional - - Gatekeeper, defining and protecting the space created. Allowing people in and out as necessary - - Connector, by introducing people who otherwise might not connect, enable useful conversations - - Co-participator – important part of the system, not just creator
- 36. Make failure anoption Fail often…. Fail early…. Fail fast… Learn constantly
Editor's Notes
- #5 The presentation starts with a story about my family’s recent vacation to California
- #6 My wife and I reached out to family and friends to ask about various attractions in CA. The response to the places we wanted to visit was not encouraging. However; we were still encouraged to visit.
- #7 Based on the description provided, our visualization looked very unlike what we wanted it to look like.
- #8 We decided to be agile. Dates of our travel were decided, flights and cars were booked.
- #9 We made a list of places we absolutely had to visit which included Disney, Golden Gate Bridge, Universal Studios and some good family time. What we just did was define a minimum viable product for us.
- #10 The whole process of planning started with a vision of having a good vacation, we explored options and opportunities, we identified our MVP, we left part of our plans open so we can inspect and adapt with the final objective of having fun.
- #11 Looking at the basic activities in life, human beings are agile by nature. Humans are constantly in the inspect and adapt mode trying to make sure they get maximum value for their effort. To take some examples, a visit to a doctor involves a agile thought process between the doctor and the patient, similarly the process of buying a house involves agility both ways (between you and the broker). So human minds are agile by nature but it makes its choices.
- #13 So the question is why does agility become so complex when trying to provide value to someone else? For example when building software for your customer. If is just because the end value will not come to you but go to someone else? Why do corporations need coached to teach agility?
- #14 Human mind is constantly stereotyping, creating perception about its surroundings. Asians are stereotyped as someone who is good in math and science, Africans are athletic and women are caring. Similarly, customers, management and teams have perceptions about each other.
- #18 So humans are always expecting agility of others. For example customers and management are expecting teams to embrace change, teams are expecting management and customers to acknowledge that things have changed and initial plans cannot be met.
- #22 Leaders and management need to be flexible to adapt current structures to create an environment for change.
- #23 Leaders and management need to encourage self organization. Metaphor: When allowing cleaning services in your house, the focus is on having a clean house and not on how many people clean the house. Let the teams decide how they fix a problem. Be a servant leader.
- #24 Self organization needs for all mentioned values from all. Teams and leadership.
- #25 Trust the teams to do the right things.
- #26 Leaders and management should keep engaged with the teams. Metaphor: Captain of a fire team travels with the team to the fire location and is constantly engaged.
- #27 Create an environment where failure is safe. Till the teams fail, they will not learn.
- #28 Talk about the firemen metaphor