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Agile leadership practices for PIONEERS

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Slides from workshop at http://startupcampberlin.de/2013/

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Agile leadership practices for PIONEERS

  1. Agile Leadership Practices for Pioneers Stefan Haas #SCB13Independent Agile Coach & Trainer www.haaslab.net @haaslab 1
  2. STEFAN HAAS - INDEPENDENTAGILE COACH AND TRAINER • 15+ years practice in Agile Product Development • Lead Program Manager for Media/Telco, Product Owner and CTO in Startup • Initiator of #PoDoJo learning community for product owner, Agile Game Lab for making&playing learning games of Lean&Agile and a business culture hacker community • Founder of kunstraummitte, a platform for contemporary art and Traktor, an open space for electronic live music during 90s in Berlin stefan.haas@haaslab.net www.haaslab.net @haaslab facebook.com/haaslab +49 171 2878591
  3. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.http://agilemanifesto.org/principles.html, principle # 5 3
  4. The best architectures, requirements, and designsemerge from self-organizing teams http://agilemanifesto.org/principles.html, principle # 11
  5. „...these software developershad discovered a solution to theproblem of combiningdisciplined execution of high-level intellectual work withcontinuous innovation...“ (SteveDenning)http://blogs.forbes.com/stevedenning/2011/04/29/scrum-is-a-major-management-discovery
  6. http://www.youtube.com/watch?v=UA4o1LUIqts&feature=share&list=PLSi_pM0_nNmPMwcUS6WlJ8EnI5zbMv_eg
  7. „In our industry, value has a habit ofchanging because, quite often,customers don’t really know whatthey want. In addition, once they seenew software in action, their idea ofwhat they want will invariably shift.“Mary and Tom Poppendieck, Implementing Lean Software Development From Concept to Cash
  8. http://theleanstartup.com/principles
  9. „As a result Beck’s Beyond Agile Manifesto comprises: Team vision and discipline over individuals and interactions (over processes and tools) Validated learning over working software (over comprehensive documentation) Customer discovery over customer collaboration (over contract negotiation) Initiating change over responding to change (over following a plan)“ (Steve Denning)http://www.forbes.com/sites/stevedenning/2011/05/04/innovation-applying-inspect-adapt-to-the-agile-manifesto
  10. WORKSHOP TAKE-A-WAYS • Complexity Thinking as a point of view for leaders • Appreciate Agile as a way of dealing with uncertainty • Thinking Tools: • Systems Thinking Diagnostic Tools (5 Why, Ishikawa and Causal Loop) • Moving Motivators 3 hr
  11. SELF-ORGANIZE FOR MAXIMUM DIVERSITY Decide on group size: 3-5 KPI: Sum of differences Properties: - Gender: Male, Female, Female, Complicated (3) - Company: Wooga, Wooga, Wooga, Wooga (0) - Job Role: - Passion: - Level of Experience with Agile: - Your Choice: Grab a sheet per group and GO! 5 Min.
  12. WHAT IS YOUR PREDOMINANT OPERATION AND DECISIONMODEL? 5 Min.
  13. WHAT IS YOUR LEADERSHIP STYLE? 0 - Dysfunction, I don’t care about your needs 1 - I am receptive and open 2 - I respond to teams’ needs (remove impediments) 3 - My response generates velocity increase 4 - I anticipate teams’ needs and enable higher business value and team performance BEFORE becomes an impediment * Each level builds on the previous level 5 Min.
  14. CommitmentFocus Transparency OpennessRespect Courage 5 Min.
  15. 10 Min. 15
  16. 16
  17. CAUSAL LOOP DIAGRAM
  18. ISHIKAWA AND5WHY DIAGRAM
  19. Exercise:  System  Thinking  -­‐  Analyse  a  Problem 1. Pick  a  Post-­‐It  from  the  Success  &  Failure  exercise 2. Take  a  sheet  of  paper  and  draw  a  causal  loop,  ishikawa   or  5  why  diagram 3. Share  with  the  other  groups  what  you  have  found15 Min.
  20. 1)  Address  complexity  with  complexityThe  brain  is  more  complex  than  any  toolUse  stories,  metaphors,  pictures… The  complexity  of  a  system  must be  adequate  to  the  complexity  of  the   environment  that  it  finds  itself  in.Max  Boisot,  “Complexity  and  the  I-­‐Space”The  InteracLon  of  Complexity  and  Management
  21. Example:  Personas  &  Stories Requirements  as  long pages  with  text  doesn’t  work.hNp://www.flickr.com/photos/nnova/2081056587/  © 2007  Nicolas  Nova,  CreaLve  Commons  3.0
  22. 2)  Use  a  diversity  of  perspec6vesMul8ple  weak  models  can  make  more  sense  than  one  strong  model. Complexity  itself  is   anLmethodology.  It  is  against   "one  size  fits  all."Tom  Petzinger,  “Reality  and  Complexity”The  InteracLon  of  Complexity  and  Management
  23. Example:  Planning  Poker Make  use  of  the  mental model  of  every  team  member.hNp://www.flickr.com/photos/wrdh/4613168626/  ©  2010  wrdh,  CreaLve  Commons  3.0
  24. 3)  Assume  dependence  on  contextWhat  worked  in  the  past,  or  for  others,  is  not  guaranteed  to  work  for  you  now. Best  pracLce  is  always   past  pracLce.Dave  Snowden,  “From  Organic  to  Complex  Knowledge  Management…”The  InteracLon  of  Complexity  and  Management
  25. Example:  RetrospecLve Assume  tomorrow’s  process will  be  different  from  yesterday.hNp://www.flickr.com/photos/magnus_d/5121009259/  © 2010  Magnus  D,  CreaLve  Commons  3.0
  26. 4)  Assume  subjec6vity  and  coevolu6onThe  observer  influences  the  system,  and  the  system  influences  the  observer. What  you  measure  is  what  you  get.hNp://en.wikipedia.org/wiki/Goodharts_law  Goodhart’s  Law
  27. Example:  Velocity Focus  on  the  metric  and it  is  sure  to  go  up.hNp://www.flickr.com/photos/kakutani/2761992149/  © 2004  Shintaro  Kakutani,  CreaLve  Commons  3.0
  28. 5)  An6cipate,  adapt,  exploreApart  from  looking  forward  (proac8ve),  and  looking  backward  (reac8ve),  don’t  forget  to  try  things  out  (safe-­‐to-­‐fail  experiments). EvoluLonary  systems  by  their  nature   involve  experimentaLon.Mike  Rother,  Toyota  Kata,  2009
  29. Example:  Paper  Prototypes Experiment  with  tools, techniques,  and  architectures.
  30. 6)  Develop  models  in  collabora6onDoes  the  model  help  people  to  make  sense  of  the  world  (insight  and  understanding)? Those  formula4ng  the  abstrac4on  are   making  a  gesture  whose  meaning  can   only  emerge  in  many,  many  local   interac4ons.Ralph  Stacey,  Complexity  and  OrganizaLonal  Reality,  2010
  31. Example:  Process  visualizaLon The  process  is  what  you  see, not  what  you  receive  in  a  binder.  hNp://www.flickr.com/photos/orcmid/3879260111/  © 2009  Dennis  Hamilton,  CreaLve  Commons  3.0
  32. 7)  Shorten  the  feedback  cycleSystems  with  slower  feedback  cycles  have  higher  ex8nc8on  rates. The  only  way  to  win  is  to  learn   faster  than  anyone  else.Eric  Ries,  The  Lean  Startup,  2011
  33. Example:  IteraLons From  4-­‐week  sprints  to conLnuous  delivery  in  a  few  years.  hNp://www.flickr.com/photos/lxsocon/707845930/  © 2007  Alexis  O’Connor,  CreaLve  Commons  3.0
  34. 8)  Steal  and  tweakSuccessful  systems  spend  most  of  their  8me  copying  and  adap8ng  ideas  from  others. We  usually  think  of  innovaLon   as  invenLng  new  things,  but  we   may  be  smarter  to  think  of  it  as   recombining  old  ones.TheBuildNetwork,  “A  Smarter  DefiniLon  of  InnovaLon”hNp://thebuildnetwork.com/innovaLon/innovaLon-­‐by-­‐combinaLon/
  35. Example:  Brainstorming  Build  on  the  Ideas  of  OthersDefer  JudgementGo  for  QuanLty
  36. Complexity  Thinking1. Address  complexity  with  complexity2. Use  a  diversity  of  perspec8ves3. Assume  dependence  on  context4. Assume  subjec8vity  and  coevolu8on5. An8cipate,  adapt,  explore6. Develop  models  in  collabora8on7. Shorten  the  feedback  cycle8. Steal  and  tweak
  37. Oh,  and  by  the  way... We  should  not  take   our  models  too   seriously. Gerald  M.  Weinberg IntroducLon  to  Systems  Thinking
  38. People  are  the  most  important  parts   of  an  organizaLon  and  managers  must  do  all  they  can  to  keep  people   acLve,  creaLve,  and  moLvated. 38
  39. http://www.youtube.com/watch?v=u6XAPnuFjJc&feature=share&list=PLSi_pM0_nNmPMwcUS6WlJ8EnI5zbMv_eg 39
  40. 10  Intrinsic  DesiresCuriosity   The  need  to  thinkHonor   Being  loyal  to  a  groupAcceptance   The  need  for  approvalMastery  /  Competence   The  need  to  feel  capablePower   The  need  for  influence  of  willFreedom  /  Independence  /  Autonomy   Being  an  individualRelatedness  /  Social  Contact   The  need  for  friendsOrder   Or  stable  environmentsGoal  /  Idealism  /  Purpose   The  need  for  purposeStatus   The  need  for  social  standing 40
  41. CuriosityThe  need  to  think 41
  42. HonorSharing  values  with  a  group 42
  43. AcceptanceThe  need  for  approval 43
  44. MasteryThe  need  to  feel  competent 44
  45. PowerThe  need  for  influence  of  will 45
  46. FreedomBeing  an  independent  individual 46
  47. RelatednessThe  need  for  social  contacts 47
  48. OrderThe  need  for  stable  environments 48
  49. GoalThe  need  for  purpose 49
  50. StatusThe  need  for  social  standing 50
  51. Exercise:  Moving  Motivators1. Put  the  motivator  cards  in  order,  from  unimportant to  important2. (You  may  leave  out  any  cards  you  don’t  want  to  use.) 51
  52. Exercise:  Moving  Motivators3. Consider  an  important  change  in  your  work  (for  example,   becoming  a  more  Agile  organization)4. Move  cards  up  when  the  change  is  positive  for  that   motivator;  move  them  down  when  the  change  is  negative positive  change negative  change 52
  53. Exercise:  Moving  Motivators5. Explain  1  or  2  of  the  changes6. Repeat  for  each  player 53
  54. Exercise:  Moving  Motivators 15  minutes 54
  55. Debrief 55
  56. FEEDBACK • The workshop provided me with a basic understanding of the concepts systems thinking, complexity thinking, agile management, intrinsic motivation, organizational growth and situational leadership (1-5) •The workshop provided me with concrete practices to deal with complexity and uncertainty as a servant leader (1-5) •In case I brought an issue to the class I have received mentoring for my current scaling (1-5)
  57. I LIKE, I WISH, WHAT IF? • ...
  58. ALL THINGS CONSIDERED, WOULD YOURECOMMEND THE 3 HOUR WORKSHOP TOSOMEONE? (1-10: 1 BEING “NO”, 10 • ...BEING “YES, ABSOLUTELY!”)
  59. PLEASE ADD ANY ADDITIONAL COMMENTSOR FEEDBACK THAT I CAN SHARE ... •... write something now on a PostIt or send me an email: stefan.haas@haaslab.net and you will receive a discount of 15% for one of my upcoming workshops - don’t forget to add your e-mail/ twitter contact
  60. Agile Leadership Practices for PIONEERSStefan Haas & Mike Leber, 2-3. May 2013,Hotel Michelberger, Berlin 60
  61. Product Owner DoJo, Stefan Haas &Catherine Louis,June 18-20 2013,betahaus, Berlin 61

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