Organizations without strong teams is a like racecar driver without a car. You will go nowhere fast. Healthy, performing teams are the building blocks of a successful organization, especially one that desires to scale agile from the Team level to the Program and Portfolio levels. No matter what endeavor an organization undertakes nor how advanced the technology used is, it will either succeed or fail based on the quality of the people involved and how well they work together. The greatest challenge facing any organization is how to get people with diverse experiences; skills, opinions, beliefs and motivations working together as a cohesive unit toward a desired, common goal.
There are many techniques to assess and tune an Agile team in order to maximize their performance. This presentation provides a survey of techniques and ideas to improve the overall performance of your Agile team.
A workshop to understand the roles, practices and factors influencing self-organization in agile teams. Ericsson’s High Performing Team Environment (HTE) network Learnathon (learning marathon), February 2015.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)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 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.
Organizations without strong teams is a like racecar driver without a car. You will go nowhere fast. Healthy, performing teams are the building blocks of a successful organization, especially one that desires to scale agile from the Team level to the Program and Portfolio levels. No matter what endeavor an organization undertakes nor how advanced the technology used is, it will either succeed or fail based on the quality of the people involved and how well they work together. The greatest challenge facing any organization is how to get people with diverse experiences; skills, opinions, beliefs and motivations working together as a cohesive unit toward a desired, common goal.
There are many techniques to assess and tune an Agile team in order to maximize their performance. This presentation provides a survey of techniques and ideas to improve the overall performance of your Agile team.
A workshop to understand the roles, practices and factors influencing self-organization in agile teams. Ericsson’s High Performing Team Environment (HTE) network Learnathon (learning marathon), February 2015.
If We Are Agile, Why Do We Need Managers? (sv-aln, 7.14)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 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.
Safe Scrum Master
A person who leads and coaches Agile teams and helps train teams on Scrum, Extreme Programming (XP), Kanban, and Safe to ensure adherence to agreed Agile processes after completion of the Scrum Master certification process. It also helps to remove roadblocks and create an environment for strong team dynamics, continuous flow, and constant improvement.
Team management : different perspective Vikas Sinhmar
Important to familiarize the objectives of the group.
Interaction is a step-wise process involving all members.
Interaction was constructive & pragmatic as members were well acquainted with each other.
-setting up goals
-achieving goals
-importance of team building
Scrum Master Lessons from my 4 Year Old SonRyan Ripley
At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played.
He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily.
For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team.
This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)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 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.
If we’re agile, why do we need managers (tri valley aln, 3.14)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 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.
“Scrum Master” & “Agile Project Manager”: A Tale of Two Different Roles by Manohar Prasad, CSP®-SM, CSP®-PO, CSM®, CSPO®, PSM I®, Agile Coach
“The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules.”
“The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.”
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron LichtyRon 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.
This is my presentation at the Agile Scrum International Summit 2012 in Bengaluru, India. In this, I reflect on current role of line managers and traditional practice heads. I suggest how this role needs to transform to be relevant in an Agile setting. I have taken a stab at what I think the transformed role would look like. I also share my insights based on working with line managers who have started their Agile journey - how to make this transition.
A master who may not be skilled – a scrum master perspective Rajat Julka
Learn about various roles a Scrum master has to play and the skills required to be a successful scrum master
Takeaways:
1. Setup your scrum team for success by hiring an effective scrum master
2. Learn about foundational skills that will help you be a successful scrum master
Training Slides of Advanced Leadership Skills Managment, discussing the importance of Leadership.
Some Key-Points:
- Leadership Skills
- Interpersonal Effectiveness
- Holistic Communications
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
This presentation talks of Servant Leadership - the origins of Servant leadership, the characteristics of a Servant leader and the qualities of a Servant Leader
Becoming an Agile Manager (bay scrum, 10.24.13)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.
Safe Scrum Master
A person who leads and coaches Agile teams and helps train teams on Scrum, Extreme Programming (XP), Kanban, and Safe to ensure adherence to agreed Agile processes after completion of Scrum Master certification. It also helps to remove roadblocks and create an environment for strong team dynamics, continuous flow, and constant improvement.
- En quoi la réalité virtuelle est-elle un nouveau vecteur de conversation avec notre consommateur ?
- Quels sont ses réels impacts aujourd’hui ?
- Quelles sont les industries qui ont osé sauter le pas ?
La réalité virtuelle est désormais un atout dans le portfolio marketing et devient un outil incontestable pour créer de l’engagement.
Damien Lefebvre
Co-president, Canada
damien.lefebvre@valtech.ca
CES 2016 - Décryptage et revue des tendancesValtech
Valtech - Consumer Electronics Show 2016
Cette année, la réalité virtuelle a été en tête d’affiche du CES. Nouvelle technologie à la portée du grand public, sera-t-elle adoptée pour autant ?
Par ailleurs, les objets connectés, les nouvelles expériences de conduite, la renaissance de la réalité augmentée, la santé et la maison connectées, la disruption visuelle et sonore et les robots ont été les autres grandes tendances qui ont animé cette édition 2016.
Découvrez le décryptage de Valtech !
--
Pour en savoir plus
Directeur Conseil
Pascal Malotti / pascal.malotti@valtech.fr
Planning Stratégique
Arthur Sotto / arthur.sotto@valtech.fr
Johanna Cohen-Jonathan / Johanna.cohen-jonathan@valtech.com
Retrouvez-nous sur @Valtech_FR sur Twitter !
Et nos revues de tendances sur watf.fr
More Related Content
Similar to Valtech - Discovering the "Servant" in Yourself
Safe Scrum Master
A person who leads and coaches Agile teams and helps train teams on Scrum, Extreme Programming (XP), Kanban, and Safe to ensure adherence to agreed Agile processes after completion of the Scrum Master certification process. It also helps to remove roadblocks and create an environment for strong team dynamics, continuous flow, and constant improvement.
Team management : different perspective Vikas Sinhmar
Important to familiarize the objectives of the group.
Interaction is a step-wise process involving all members.
Interaction was constructive & pragmatic as members were well acquainted with each other.
-setting up goals
-achieving goals
-importance of team building
Scrum Master Lessons from my 4 Year Old SonRyan Ripley
At a recent cookout, my 4 year old son, Dawson, ran for the back yard and easily joined a game of hide and seek. Watching this unfold, I realized that these kids are naturally agile. They got straight to playing (the value) and didn’t need a lot of ceremony to get there. They kids all did a quick hello, told Dawson what game they were playing, and invited him to join in (daily scrum). Then they played.
He and his friends self-organize, self-manage, and solve problems on the fly. They naturally exhibit the agile values and scrum practices that many adults struggle with daily.
For example, most parents have been bombarded with an unending stream of “Why’s?” from their child. Why does this work? Why did that happen? Why? Why? Why? While this line of questioning can be stressing, it is also invaluable to finding the root cause of an issue. Scrum teams use this approach – called The 5-Why’s – to get past technical issues and down to interpersonal issues that could be hindering the team.
This session is a fun discussion about the behaviors I’ve noticed in my son and how they translate to important lessons that all scrum master need to learn to better serve their teams.
If We Are Agile, Why Do We Need Managers? (AgileIndy, 5.14)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 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.
If we’re agile, why do we need managers (tri valley aln, 3.14)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 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.
“Scrum Master” & “Agile Project Manager”: A Tale of Two Different Roles by Manohar Prasad, CSP®-SM, CSP®-PO, CSM®, CSPO®, PSM I®, Agile Coach
“The Scrum Master is responsible for ensuring Scrum is understood and enacted. Scrum Masters do this by ensuring that the Scrum Team adheres to Scrum theory, practices, and rules.”
“The Scrum Master helps those outside the Scrum Team understand which of their interactions with the Scrum Team are helpful and which aren’t. The Scrum Master helps everyone change these interactions to maximize the value created by the Scrum Team.”
Becoming an Agile Manager (Agile Camp, 9.21.13), by Ron LichtyRon 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.
This is my presentation at the Agile Scrum International Summit 2012 in Bengaluru, India. In this, I reflect on current role of line managers and traditional practice heads. I suggest how this role needs to transform to be relevant in an Agile setting. I have taken a stab at what I think the transformed role would look like. I also share my insights based on working with line managers who have started their Agile journey - how to make this transition.
A master who may not be skilled – a scrum master perspective Rajat Julka
Learn about various roles a Scrum master has to play and the skills required to be a successful scrum master
Takeaways:
1. Setup your scrum team for success by hiring an effective scrum master
2. Learn about foundational skills that will help you be a successful scrum master
Training Slides of Advanced Leadership Skills Managment, discussing the importance of Leadership.
Some Key-Points:
- Leadership Skills
- Interpersonal Effectiveness
- Holistic Communications
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
This presentation talks of Servant Leadership - the origins of Servant leadership, the characteristics of a Servant leader and the qualities of a Servant Leader
Becoming an Agile Manager (bay scrum, 10.24.13)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.
Safe Scrum Master
A person who leads and coaches Agile teams and helps train teams on Scrum, Extreme Programming (XP), Kanban, and Safe to ensure adherence to agreed Agile processes after completion of Scrum Master certification. It also helps to remove roadblocks and create an environment for strong team dynamics, continuous flow, and constant improvement.
Similar to Valtech - Discovering the "Servant" in Yourself (20)
- En quoi la réalité virtuelle est-elle un nouveau vecteur de conversation avec notre consommateur ?
- Quels sont ses réels impacts aujourd’hui ?
- Quelles sont les industries qui ont osé sauter le pas ?
La réalité virtuelle est désormais un atout dans le portfolio marketing et devient un outil incontestable pour créer de l’engagement.
Damien Lefebvre
Co-president, Canada
damien.lefebvre@valtech.ca
CES 2016 - Décryptage et revue des tendancesValtech
Valtech - Consumer Electronics Show 2016
Cette année, la réalité virtuelle a été en tête d’affiche du CES. Nouvelle technologie à la portée du grand public, sera-t-elle adoptée pour autant ?
Par ailleurs, les objets connectés, les nouvelles expériences de conduite, la renaissance de la réalité augmentée, la santé et la maison connectées, la disruption visuelle et sonore et les robots ont été les autres grandes tendances qui ont animé cette édition 2016.
Découvrez le décryptage de Valtech !
--
Pour en savoir plus
Directeur Conseil
Pascal Malotti / pascal.malotti@valtech.fr
Planning Stratégique
Arthur Sotto / arthur.sotto@valtech.fr
Johanna Cohen-Jonathan / Johanna.cohen-jonathan@valtech.com
Retrouvez-nous sur @Valtech_FR sur Twitter !
Et nos revues de tendances sur watf.fr
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La seule réponse à la complexité, c’est l’agilité ou la capacité à s’aligner rapidement face à des situations ambigües et des problèmes non anticipables.
Quelle est la teneur de cette culture agile et y a t-il des cultures dans le monde qui pourraient nous aider à mieux l’appréhender ?
Stéphane Roche accompagne depuis 10 ans les dirigeants, managers et équipes sur les défis liés à la complexité des marchés et des organisations.
Contact : stephane.roche@netcourrier.com
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Devant le tsunami de données que les IoT vont générer, il devient donc impératif que l’entreprise puisse mettre en place un écosystème Big Data complet pour faire face à cette avalanche.
Hervé Desaunois - Directeur technique, Valtech Toulouse
herve.desaunois@valtech.fr
Tendances digitales et créatives // Cannes Lions 2015Valtech
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herve.desaunois@valtech.fr
Lionel Molas - Consultant Senior - Coach Agile, Valtech Toulouse
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Comment améliorer vos initiatives marketing mobile ?
Comment mesurer l’efficacité de vos actions cross-canal ?
Comment réussir votre transformation digitale ?
Les enjeux stratégiques auxquels les Systèmes d'Information doivent aujourd'hui répondre (mobilité, time-to-market, connaissance et usages client/consommateur, personnalisation, cross-canal) nécessitent de penser autrement la façon de concevoir le SI.
Valtech vous proposera un aperçu des pratiques d'architecture qui permettent d'insuffler de l'agilité dans votre SI.
Yann Le Tanou, Directeur Architecture & Urbanisme, Valtech
yann.letanou@valtech.fr
Le buzz est à son comble, tout le monde en parle, mais avez-vous déjà eu l'occasion de voir un Data Scientist travailler en temps réel sur des données Big Data ? Découvrez un cas d’utilisation basé sur des données Open Data et sur un modèle predictif.
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geraud.dugedebernonville@valtech.fr
Pierre-Yves Koenig - Data Scientist, Valtech
pierre-yves.koenig@valtech.fr
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Quel bilan pour le MWC ? Découvrez le décryptage de Valtech pour y voir plus clair.
-----
Pour en savoir plus
Directeur Conseil
Pascal Malotti / pascal.malotti@valtech.fr
Planning Stratégique
Arthur Sotto / arthur.sotto@valtech.fr
Sarah Fouque / sarah.fouque@valtech.com
Retrouvez-nous sur @Valtech_FR sur Twitter !
Et nos revues de tendances sur watf.fr
CES 2015 : Décryptage et tendances / Objets connectésValtech
Valtech - Consumer Electronics Show 2015
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Découvrez le décryptage de Valtech pour y voir plus clair dans ce capharnaüm d’objets !
---
Pour en savoir plus
Directeur Conseil
Pascal Malotti / pascal.malotti@valtech.fr
Planning Stratégique
Arthur Sotto / arthur.sotto@valtech.fr
Sarah Fouque / sarah.fouque@valtech.com
Retrouvez-nous sur @Valtech_FR sur Twitter !
Et nos revues de tendances sur watf.fr
Le buzz est à son comble, tout le monde en parle, mais avez-vous vu un Data Scientist travailler en temps réel sur des données Big Data ? Découvrez un cas d’utilisation basé sur des données Open Data et sur un modèle predictif.
Hervé Desaunois - Directeur technique, Valtech Toulouse
herve.desaunois@valtech.fr
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Major cyber events in 2024
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By Design, not by Accident - Agile Venture Bolzano 2024
Valtech - Discovering the "Servant" in Yourself
1.
Discovering the “Servant” in Yourself
"
Badri N Srinivasan, Agile Coach
Greg Hutchings, Agile Coach
"
Jun 2012
2. Agenda"
v Key Roles/Responsibilities of the ScrumMaster
v Servant Leadership – Origin and Definition
v Dimensions of Servant Leadership
v Ten Characteristics of a Servant Leader
v Servant Leadership - Checklist
4. Scrum Master - Key Roles and Responsibilities"
Ò What a ScrumMaster Does
v Ensure the team meets its sprint goal commitment through --
v Facilitating the various sprint ceremonies
v Removing obstacles to team progress
v Helping the team understand what it means to self-organize around the work
v Try to keep everyone on the team fully engaged and productive
v Protect the team from outside influences
v Track the team’s progress
v Assist the team in getting from sprint planning to sprint retrospective
Ò What a ScrumMaster Does Not Do
v No authority over the members of the Scrum team
v Does not function as the team’s manager
Ò Relationship Between the ScrumMaster and the Team
v He leads with the team’s consent, who acts in the best interests of the team, and has an honest and real desire to
see the team succeed – Performs the role of a Servant Leader
v The team depends on the ScrumMaster to maintain focus on their commitments, shield them from outside
distractions, help them to self-organize and collaborate, and facilitate the resolution of disagreements that might
arise among team members or with stakeholders.
v ScrumMasters may not necessarily work on items in the sprint backlog.
v They serve the team, but also know that they must sometimes push the team beyond its comfort level in order
for the team to grow.
Ò Source – Scrumpedia.com
5. Scrum Master - Role"
Ò The Scrum Master is responsible for
ensuring Scrum is understood and
enacted.
Ò Scrum Masters do this by ensuring that
the Scrum Team adheres to Scrum
theory, practices and rules.
Ò The Scrum Master is a servant-leader
for the Scrum Team.
Source - Scrum Guide, Pg 6, Oct 2011
6. Scrum Master - Role"
Ò Scrum Master Service to the Development Team
Ò The Scrum Master serves the Development Team in several ways,
including:
v Coaching the Development Team in self-organization and cross-
functionality;
v Teaching and leading the Development Team to create high-value
products;
v Removing impediments to the Development Team’s progress;
v Facilitating Scrum events as requested or needed; and,
v Coaching the Development Team in organizational environments in
which Scrum is not yet fully adopted and understood.
Source - Scrum Guide, Pg 7, Oct 2011
7. Servant Leadership - Origins"
600 B.C. Lao Tzu
The greatest leader forgets himself and attends to the development of others. A leader is
best when people barely know he exists, when his work is done, his aim fulfilled, they will
say: we did it ourselves.
375 B.C. Chanakya’s Arthashastra
The [leader] shall consider as good, not what pleases himself but what pleases his
subjects. The king [leader] shall consider as good, not what pleases himself but what
pleases his subjects [followers]”. “The king [leader] is a paid servant and enjoys the
resources of the state together with the people.”
First Century A.D., Jesus of Nazareth
But the greatest among you shall be your servant (Matthew 23:11); The one who is the
greatest among you must become like the youngest, and the leader like the servant. (Luke
22:26). Here I am among you as one who serves (Luke 22:27)
1970’s Robert K. Greenleaf
The servant-leader is servant first… It begins with the natural feeling that one wants to
serve, to serve first.
Source – Ben Lichtenwalner
8. Servant Leadership - Definition"
Robert K Greenleaf never
specifically defined Servant
Leadership but based on the
writings of Greenleaf and
others, it can still be defined as
–
A management philosophy
which implies a
comprehensive view of the
quality of the People, work
and community spirit
Source:
1. Wikipedia
2. Servant Leadership: A Journey into the Nature of Legitimate
Power and Greatness 25th Anniversary Edition, 2002 – Robert K
Greenleaf
12. Servant Leader – Ten Characteristics"
v Listening
v Empathy
v Healing
v Awareness
v Persuasion
v Conceptualization
v Foresight
v Stewardship
v Commitment to the Growth of
People
v Building Community
14. Servant Leader Characteristics – Listening (Key Points)"
Listening
Scrum Master Focus
Communication Skills and the competence to make decisions
Very Important attribute for the role
Verbal
Retrospectives
Daily Scrum (Daily Standup)
Listen actively to subordinates and support them in identifying decisions
Body Language
Pay attention to what remains unspoken in the management setting
Information Radiators
Are you ignoring what your velocity is telling you
Is the whiteboard showing a water-scrum-fall project
Does the task board tell you what you need to know
(track acceptance of story points during the iteration)
15. Servant Leader Characteristics - Empathy"
Scenario –
Complexity and Hours
1 Story Point = 2 hrs, 5 Story Points = 10 hrs
16. Servant Leader Characteristics – Empathy (Key Points)"
Empathy
Scrum Master Focus
Attempt to understand and empathize
with others
People need to be respected and
focus on their personal development
"The task of leadership is not to put greatness into
humanity, but to elicit it, for the greatness is already
there.“
- John Buchan
17. Servant Leader Characteristics - Healing"
Scenario –
The team took about 3 days to build a simple UI
screen. How do we discuss this issue…..
18. Servant Leader Characteristics – Healing (Key Points)"
Healing
Scrum Master Focus
Ability to heal one’s self and others
One of the most difficult attributes of the Role
Typically seen as a Line Managers Job
If the issue is handled, then escalation may not be
required to the superior authority
Help people solve their problems and conflicts in
relationships
Encourage and support the personal development of
individuals
Outcome
Business Culture that is fun, dynamic and free from
the fear of failure
19. Servant Leader Characteristics - Awareness"
Scenario –
The team is focused on doing only its work and it is not focused
on what the other project(s) are doing (with which it is
integrating some components)….
20. Servant Leader Characteristics – Awareness (Key Points)"
Awareness
Scrum Master Focus
View situations from an
integrated and holistic
position
Based on -
Improve General Awareness
Improve Self Awareness
Leads to –
Improved understanding of ethics and
Values
Outcome -
Aim to increase the awareness at all
levels of the project so that the
awareness among the team members is
increased
22. Servant Leader Characteristics – Persuasion (Key Points)"
Persuasion
Scrum Master Focus
Focus on convincing rather than
coercion
Based on -
v Trust
v Honesty
v Knowledge
Not based on –
v Emotions
v Hierarchy in the Organization
v Power (Coercing compliance)
"People ask the difference between a leader and
a boss. The leader leads, and the boss drives.“
- Theodore “Teddy” Roosevelt
23. Servant Leader Characteristics - Conceptualization"
Scenario –
We are crunched for time. Skip unit tests. It will take more time
and we can write the tests later.
24. Servant Leader Characteristics – Conceptualization (Key Points)"
Conceptualization
Scrum Master Focus
Thinking beyond day-to-day realities and
focus on the long term goals
v The agile journey the Scrum Master
would like the team to follow and how
he views the agile journey (Personal
Vision)
v Focus on the current process and
eliminate unnecessary steps and derive
specific goals and implementation
strategies
(e.g. using continuous integration to reduce
integration issues and unit tests to improve the
quality of the code being written for building a
quality product)
25. Servant Leader Characteristics - Foresight"
Scenario –
This story is big but we can do it. We sized it and we know how
big it is.
26. Servant Leader Characteristics – Foresight (Key Points)"
Foresight
Scrum Master Focus
Ability to foresee the likely
outcome of a situation
Based on –
v Knowledge
v Insight
v Experience
v Ability to identify patterns
Leads to -
v Learning about the past to
understand the current
reality
v Identifying consequences
about the future
v Tr a n s l a t i n g p a t t e r n s t o
achieve outcomes
27. Servant Leader Characteristics - Stewardship"
Scenario –
I will protect the team from impediments if the team listens to me
and does what I say….
28. Servant Leader Characteristics – Stewardship (Key Points)"
Stewardship
Scrum Master Focus
v Serving the Needs of the Team members
v Answers the Why of Servant Leadership
v The responsible overseeing and
protection of something considered
worth caring for and preserving
v Focus on Developing People
v Focus on Trust
v Obligation to help and serve others
v Openness and Persuasion are more
important than control
“The first step to leadership is servant hood.“
- Robert Maxwell
29. Servant Leader Characteristics – Building Community"
Scenario –
Create special interest groups in the organization, industry that
lead to communities focusing on specific areas and which leads
to overall growth…
30. Servant Leader Characteristics – Building Community (Key Points)"
Building Community
Scrum Master Focus
v B u i l d i n g a s t r o n g
community in the
organization
v D e v e l o p a t r u e
community among the
business (industry)
Leads to -
v Sustainable Growth
v Lays the foundation for
the future growth
31. Servant Leadership - Checklist"
v Do team members believe that you want to hear their ideas and will value them?
v Does your team believe that you have a strong awareness of what is going on and
why?
v Does everyone follow your direction because they want to, as opposed to because
they “have to”?
v Do others on your team communicate their ideas and vision for the organization
when you are around?
v Do people believe that you are committed to helping them develop and grow?
v Do people come to you when the chips are down, or when something traumatic has
happened in their lives?
v Does everyone have confidence in your ability to anticipate the future and its
consequences?
v Does the team believe you are leading the organization to make a real difference in
the world?
v Do people believe that you are willing to sacrifice your own self-interest for the good
of the team?
v Does everyone feel a strong sense of community in the company you lead?
Source - http://blog.startupprofessionals.com/2010/07/many-great-entrepreneurs-use-servant.html