Support self-organization
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What the presentation is not about: - Explaining why self-organized teams - Explaining what a self-organized team is - Explaining what a team is - Explaining the boundaries and conditions to make self-organization to happen What the presentation is about: - Show an structured way of supporting self-organization throw my personal experience.
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Ablog no more my name
This short prayer asks God to give the best in this life and the next and protect the speaker from Hell. It acknowledges God's control over the future and requests His mercy and guidance.
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You might wonder why is not that easy to adopt agile engineering practices and achieve technical excellence. When we think at practices we tend to think at simple things: pinning on the fridge with a magnet the list of shopping items to buy, having a clear prioritised list of things to do, and work that in order… why is then that with Agile practices is not working that easy? What is that Teams are not getting right? Is it that we don’t have the right Software tools? Or we are not collocated? The Agile dilemma is: “To effectively apply practices, you need to understand the principle, to understand the principles you need to practice!”, simply… complicated!
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* Be able to answer the question “What do you do as a manager of an Agile team?”
* Understand the difference between line management, functional management and program management.
* Learn how to influence behavior through visible progress and expectations management rather than telling teams what to do.
* Discover why a focus on flow and value delivery is critical to Agile leadership.
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For a long time, organizations were seen more as machines in which processes are repeatable and, once set in motion, remain always the same. At agile42 we instead compare a company to an organism which grows, changes, and becomes resilient against external influences.
An organisation’s Agile transformation changes the organizational culture itself. This requires embracing a different set of values and principles, and so establishing a mindset strongly focused on collaboration and delivering customer value.
ORGANIC Agility recognises all organisational dimensions and contexts in order to create alignment between culture and business. The goal is to reduce process overhead as much as possible and create an environment of continuous improvement.
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Out of the success of some pilot (experiments) more and more organizations are stumbling on how to scale those experiments throughout the rest of the company. What most organizations end up doing is to reuse over and over again the same structures and the same rules they have been using for years, missing entirely the point about Agile. If you want to make it work for your organization, start from looking within a Team and understand what makes them Agile... look deeper into principles and values, not so much in practices, as those will emerge out of experience from your teams. Also understand the major difference between becoming agile and adopting agile. The latter encourage the wrong behaviour of looking on the market at existing models to adopt, and roll-out within your organization. Look at those model as a confirmation that is possible to solve your problems - as someone else apparently already did - and as inspiration. Also be vary of models which are not stemming out of experience, but of a lot of thinking, as that doesn't fit well to the Agile and Lean paradigm. Finally there are many factor you can evaluate in your journey toward becoming more Agile, there are level of complexity growing at an organizational level which you might not find in teams. Finally look at identifying metrics for tracking your progress in a way that reflects the outcome your organization is delivering and not the "work" is doing. In fact learning to work in an Agile way means learning to deliver more, by doing less. In the presentation I use the metaphor of an organization being a "car" rather than an organism, because of pure esthetic reasons, it would get rather bloody with an organic metaphor. I am aware like all models, has its weaknesses, and one of those is that it is mechanic, and predictable, unless it is a transforming car :-)
Portfolio visualisation Scrum Gathering Prague
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Stakeholders can compare and contrast the value of very different requirements with very different objectives,
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From agile to agility
Despite the Agile manifesto commitment to Individuals and interactions over processes and tools the reality too often degenerates into certification schemes focused on structured methods or even worse it degrades into tool implementation. Approaches assume a manufacturing model (the engineering metaphor) rather than a network of relationships between individuals (the biological metaphor). Requirements are fragmented, the bigger picture and wider opportunities are lost. Excessive focus on predetermined goals and KPIs fails to support continuous learning and adaptation through experimentation. In this presentation we will look at the next generation of organizational agility, creating real-time feedback loops, adaptive processes and fostering innovation - working out what is a minimal scaffolding or structure around which new and innovative applications can emerge.
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Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination, it is not about implementing a model or another…
It feels like someone presented scaling as the ultimate solution to solve every problem… and now everybody wants to buy it, it really feels like an old story. Way to often the focus about scaling agile lands on the delivery of projects, and explicitly on the operational model behind that. Every true Agilist would know that agility is about continuous improvement and excellence as much as it is about delivery of value. The real challenge lays in how to make an organization learn continuous improvement and embed it into its own culture.
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Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination. Unfortunately, though, most of the time agile success is left in the hands of unlikely heroes, people who are passionate about agile, but likely lack the type of power and decision making required to move to the next level. Because becoming agile requires a radical mind-shift, it takes time, and time is what most organizations seem unwilling to invest. This is where our unlikely heroes come into play, pulling the “Agile Initiative” forward with their passion. Even more unfortunately, despite the great efforts of these individuals, the organization is not willing to wait, and instead, falls into the “implement that model” in a couple of months mindset. Does this work? Well, if it does, we still need to hear that it was fast and painless… On the other hand, more and more organizations are beginning to understand that becoming more agile is an individual journey, and has to be tightly coupled with the company business goals and culture, it can’t be standardized, or the company will likely lose their business advantage and uniqueness. In this keynote I am going to share stories about some of these companies, that having tried unsuccessfully to find more heroes, understood that becoming agile is a cultural shift that needs to be supported by the whole organization, and agreed to follow a growing approach rather than an implementing approach. Principles and tools which helped these organizations to grow their agility as well as stories of their journey will be shared as an example of how change can happen without heroic actions or old style “Change Initiatives”.
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Hi,
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Is your organisation reaping the possible benefits of scaling agile?
Many organisations introduce agile and do not get what was promised: customers delighted by frequent releases of value, passionate employees, happily swarming on challenging problems... What is missing?
This provocative talk will enable you to ask the right questions to find the right answers for your organisation. You won't get to the top by copying others.
Agile, especially at scale, is a huge chance for your organisation and its people to thrive. Does this sound like your company?
http://www.scrum-day.de/vortraege/isyourorganisationreapingthepossiblebenefits.html
http://www.agile42.com/en/blog/2013/06/11/your-organization-reaping-possible-benefits-scaling-agile-12june-2013-scrum-day-berlin/
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留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
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Support self-organization
- 1. @JavierPerezFer - jpf1980@gmail.com Support self-organisation October 2016 Javier Pérez Fernández @JavierPerezFer 1 Change — old structures can’t provide products as the market is demanding self-organisation appears like a miracle solution This presentation is not about explaining what self-organisation is. It is not about what is a team. It is not about explaining the conditions needed for self-organisation…. it is about how to support it…
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- 3. agile42 | We make your agile transition succeed ! www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Experiences Beliefs Actions Results Culture The “Results Pyramid” is copyright of Partners in Leadership LLC coaching is an ongoing long term investment
- 4. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. Understand individual resistance In order to help a group of people to self-organize… Experiences Beliefs Actions Results Culture I don´t know what to do
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- 7. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. … I became a scrum master
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- 9. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. In order to help a group of people to self-organize… Experiences Beliefs Actions Results Culture I don´t know what to do Understand individual resistance How to talk to each person
- 10. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. … then, in 2013
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- 12. agile42 | the agile coaching company www.agile42.com | All rights reserved. Copyright © 2007 - 2015. … a new team that is going well… Releas e Carry overs New Done Done what was planned Not finished Features Done planned % of Done- ness 14.3 FT2859 FT4030 FT2902 FT2217 FT2492 FT2902 FT2859 FT4030 FT2217 FT2492 5 1 20% 14.4 FT2217 FT2859 FT3474 FT4030 FT2492 FT4362 FT4362 FT2859 FT3474 FT2492 FT2217 6 4 67% 14.5 FT2217 FT4467 FT4030 FT3686 FT4932 FT3686 FT4030 FT4932 FT4467 FT2217 FT4467 5 4 80% 14.6 FT4467 FT2028 FT5485 FT2441 FT5724 FT2028 FT5485 FT4467 FT2441 FT5724 FT2441 FT5724 5 5 100% 15.1 FT2217 FT5924 FT5958 FT4977 FT2217 FT5924 FT5958 FT4977 FT2217 FT5924 FT5958 FT4977 4 4 100%
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- 19. agile42 | The Agile Coaching Company www.agile42.com | All rights reserved. Copyright © 2007 - 2013. Thank you.