agile for everyone-2020-final · started first company, mybusinessassistant, in 2007; (sold in...
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AGILE FOR EVERYONEA Fundamental Course on AgileBy: Gourab Nanda
I A M N E W T O A G I L E
I A M A N A G I L E P R A C T I C T I O N E R
I A M L E A D I N G A N A G I L E T E A M
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RE-INVENTING MYSELFBECOMING AGILE – DOING WHAT NEEDS TO BE DONE NOW
Gourab Nanda
Worked as an Engineer, Software Programmer, IT Consultant, and IT Manager (1995 – 2006).
Started first company, MyBusinessAssistant, in 2007; (sold in 2012). Then founded VendorFit.com (B2B Software Recommendation Platform). It failed but learnt a lot of valuable lessons.
Conducted over 400 Agile and Scrum sessions in North America, providing private Agile and Scrum Program to companies such as: Bank of America, Philips, GlaxoSmith, American Express, MITRE, PWC, Department of Justice, NCTC (CIA), USPS, SAIC, NATO, Guardian Life, Kaiser Permanente, DnB, Customer Bank, AARP, Booz Allen, Katz Business School and many more
Practicing and coaching Agile and human transformation techniques
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COURSE OBJECTIVE
Understand the meaning, need, and principles of Agile along with the competencies required, without making a single framework or methodology as a basis.
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COURSE AGENDA 1. What and Why of Agile
2. Agile Mindset
3. Value-Based Delivery
4. Systems Thinking
5. Self-Managed Team
6. Learning and Growth
7. Servant Leadership
8. What’s Next? (Career Options)
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What is your understanding of Agile?
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AGILE: DICTIONARY MEANINGag·ile
Adjective
• able to move quickly and easily.
"Ruth was as agile as a monkey"
synonyms: nimble, lithe, supple, limber, acrobatic, fleet-footed, light-footed, light on one's feet
antonyms: clumsy, stiff, slow, dull
• able to think and understand quickly.
"his vague manner concealed an agile mind"
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AGILE: BEING RESPONSIVE
In an uncertain situation,
Do you React? Do you Respond?
What difference does it make?
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AGILITY IN BUSINESS
“Agility is the ability to both create and respond to change in order to profit in a turbulent business environment. Agility is the ability to balance flexibility and stability.”
- Jim Highsmith, 2002
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- Charles Darwin
MY FAVORITE AGILE QUOTE
“It’s neither the strongest of the species that survive, nor the most intelligent, but the ones most responsive to change.”
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THE NEW AGE WORK
From Industrial Work• Work is visible • Work is stable (not much variation in output) • Emphasis on process efficiency• More structure with centralized decision• Define the task• Command and Control• Strict standards• Focus on quantity• Measure performance to defined standards• Minimize cost of workers for a task
To Knowledge Work• Work is invisible• Work is constantly changing• Emphasis on fast value delivery• Less structure with decentralized decisions• Understand your customer• Give autonomy• Continuous innovation• Focus on value• Inspect and Adapt• Treat workers as appreciating assets, not costs 1.10
TOWARDS
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ARE YOU READY TO CHANGE?
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KNOWLEDGE WORK ENVIRONMENT REQUIRES A COMPLETE CHANGE IN MINDSET.
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AN AGILE MIND
Moving away from Plan and Control
Moving towards Sense and Respond
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Agile started as a software product management methodology but slowlybecame a needed mindset for overall organizational operation in this current fast paced world.
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THE HOUSE OF ORGANIZATIONAL AGILITY
SERVANT LEADERSHIP
AGILE MINDSET
4 COMMITMENTS
VALUE BASED
DELIVERY
SYSTEMS THINKING
SELF MANAGED
TEAMS
LEARNING AND
GROWTH
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SOFTWARE PROJECTS WERE FAILING
Until recently, around 60-75% of software projects either failed or were severely challenged across all industries. Source: Standish Group Chaos Report
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Agile was not developed in a single day. People across the globe felt the need for adaptive project management because they saw that traditional predictive waterfall methods failed to support the uncertainty involved in software development.
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WATERFALL VS. AGILE
FIXED Requirements Cost Time
ESTIMATE Cost Time Features
PLAN Driven
VALUEDriven
Given specific requirements, how long will it take and how much will it cost?
Given a fixed cost and a fixed time-frame, how fast can we deliver value?
AgileWaterfall
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AGILE PROJECT MANAGEMENT
Achieve the highest Economic Value in the shortest time possible.
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© AgileTraining.CoDO YOU KNOW?
The most important thing to know about Agile methods or processes is that there is no such thing. There are only Agile people.
The processes that we describe as “Agile” are designed to create environments for people to become Agile.
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AGILE METHODOLOGIES
Crystal 1988
Dynamic Systems
Development Method 1995
Feature Driven Development
1997
Adaptive Software Development 2000
Scrum1995
Extreme Programming 1996
The most popular Agile methodology available is Scrum. It’s simply a rulebook (as described in Scrumguides.org) as to what some of the best practices are to follow to create an Agile team.
Extreme Programming (XP) practices are mostly used to bring good discipline within the development team.
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COMMITMENT 1:
VALUE-BASED DELIVERY
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THE HOUSE OF ORGANIZATIONAL AGILITY
SERVANT LEADERSHIP
AGILE MINDSET
4 COMMITMENTS
VALUE BASED
DELIVERY
SYSTEMS THINKING
SELF MANAGED
TEAMS
LEARNING AND
GROWTH
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• Every organization exists to deliver value to their customers
• Customers are willing to pay for what is valuable to them and not what is given to them
• A product, feature, or service is only valuable in a certain time and context
• The value delivered should make economic sense to both the customers and producers
VALUE-BASED DELIVERY
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ARE WE DELIVERING THE RIGHT THINGS?
In software applications, when asked about the actual features used:Most value is only in 20% of the delivered solution.
Always Often Sometimes Rarely Never
35%
5%
15%
20%
25%
Standish Group Survey
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WHO
FACTORS AFFECTING VALUE
Remember: Value is always a function of time and context.
How well do we know the people we are serving?
What exactly will help them now?
WHEN
Is timing important? Is there a cost of delay?
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Your customersValue that would help and the price they are willing to pay
The timing and context of delivery
WHAT
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EXERCISE-15 minutes
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Scenario
You prepared a very nice three-course meal for a group of people, but they are not hungry at all.
Right Product Right Customer Wrong Time
You prepared a nice sandwich meal, but the people who are going to eat prefer pizza.
In the Google Spreadsheet, you are given different scenarios. AssignRight Product, Wrong ProductRight Customer, Wrong Customer
Right Time, Wrong Time
Example:
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AGILE PRODUCT DELIVERY
Delivering the Right Productto the Right Customer
at the Right Time
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• The more we understand our customers and their needs and wants, the better we can serve them
• Understand their work environment, buying habits, fears, likes, dislikes, etc.
• Customers could be internal or external to the organization
HOW WELL DO YOU KNOW YOUR CUSTOMERS
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TOOLS TO KNOW CUSTOMERS
SaraWHO SHE IS:Sara shops at Target once every 2-3 months, but browses products online at least once a month. She’s trendy and knows what’s in style and looks to Target to give her stylish options at an affordable price. She seeks out inspiration for new decorating ideas and looks for curated collections that match her style. She’s confident in her own decorating abilities.
WHAT SHE CARES ABOUT:• Wants her home to feel like her own but also on trend• Wants home goods products that are stylish at an affordable price• Finding a good deal and telling her friends about it
GOALS:• Wants to easily find what’s new so she doesn’t miss out on any new
products• Likes to shop online by style so she can buy products that match her décor• Browses by curated collections for decorating ideas• Buys online if there are reviews from other people
DESIGNING FOR HER:• Design for a personalized shopping experience• Needs collections and specific keywords to find styles she likes• Needs to see products in stylized completed rooms• Make customer reviews accessible and easy to find
“I shop online by a specific collection or style that I like”
PERSONALITY:In Store Shopper Online Shopper
Contemporary Trendy
Browse Search
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Customer Journey MapCustomer Persona
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As a group, discuss:
How should you explain value to others? Other than value to end customers, what are some of the other ways an organization should realize value?
Explain to others, the product and services that your company is providing to its customers in terms of value.
Example: If you are working for Google, you can say our company helps anyone find any information on the internet.
EXERCISE-26 minutes
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DEFINING VALUE AT ALL LEVELS
In most organizations, value is defined at different levels:
VisionThe future state of the solutions or services that we offer to our customers and WHY that state is right for our customers. Many companies define projects and Epics at this level.
StrategyWhat’s our game plan to achieve the vision above? A product Roadmap with specific business objectives (goals) is a good way to define strategy. The HOWpart of the delivery.
ExecutionWHAT will be done to achieve the goal? Detail scope and technical steps discussed. User Story and Acceptance Criteria of features.
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DEFINE VISION OF A PRODUCT
Vision: What is your vision, a clear direction for developing the product?
Target group
Who are the target users and customers?
Defining the Market Segment
Needs
What problem does the product solve?
What benefits does it provide to the users?
Product Business Value
What’s the name and type of product?
What makes it desirable and special?Key differentiators
How is the product going to benefit the company?
What are the business outcomes/ goals?
What is the business model?
What are the leading indicators?
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PRODUCT VISION EXAMPLE
Vision: Building an independent online app for easy grocery shopping.
Target group
Major Grocery chains and online grocery buyers
Needs
Shoppers pain of going to stores and spending time in grocery shopping
Ease and convivence of grocery shopping from one or multiple stores with home delivery
Product Value
Fastgrocery App
Is a website and mobile app
Multiple revenue streams. A small percentage of the shopping amount to be charged to both grocery company and users.
Partner with UberEATS for delivery
1000 orders within first 6 months with 20% monthly increase
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DEFINE STRATEGY IN A ROADMAP
NOW
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NEXT LATER
Proof of Concept
Usability Engagement
Revenue Wider Product Selection
Usability Advanced Usage
Scalability
One grocery chain in one zip code Run a pilot for one grocery chain in one zip code with up to 1000 SKUs and selected shoppers with free service.
Check Usability and EngagementFeedback on user usability and engagement (percentage of time on site)
Generate revenue with wider product selection Start generating revenue from the pilot store. Offer wider selection of products
Improve in engagement and usability Based on the usability and engagement issues from pilot, improve.
Try 5 chains in 2 citiesScale to multiple store chains at various locations
User experience in Complex orders ManagementObserve users usage on multiple stores in one order
Engagement
Story Map tool can be used to build your roadmap
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DEFINE SPECIFIC REQUIREMENTS
User Story is a great template to define
requirements
The details are in a conversation with the user
Acceptance criteria tells us what scope is needed to
deliver value (for a specific goal)
May be for 3-4 weeks. Not sure how
many.
How long do you want to hold? How
many items? As an online shopper, I need to save my items in a holding cart for future purchases.
• Provide “Save” option for all items
• Notify customers every month on their saved items
• Allow moving from holding cart into shopping cart
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TYPE OF PRODUCTS AND SERVICES
Simple Products and Services:We know What and How. Say we need to prepare a meal for an event, design a table setting or bed, we know how it works. It can be completely planned and delivered.
Complicated Product and Services: We know what we want, but need expert skills on How. For instance, designing a complicated architecture high-rise building, servicing an iPhone’s technical issue, or building a new laptop, etc. It’s complicated, but if we can gather the right expertise, we should be able to deliver.
Complex Value Delivery: We don’t know What or How. We know Why. The company wants to innovate and launch a completely new product line or service. For example, a new service like Uber, new AI-based teaching platform, or a mobile shared ride service, etc.
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THE COMPLEXITY MATRIX
We know WHAT but need special expertise on HOW
We don’t know WHAT exactly we need. No clue on HOW. But know WHY
We have an unexpected messed up situation
We know WHAT and HOW
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CONE OF UNCERTAINITY
TIME
VARIABILITY
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RIGHT ENVIRONMENT FOR VALUE
• An organization should always work on building the right environment for delivering value.
• Since we keep changing what we deliver as value, the environment should be conducive for creating and delivering the right value.
• In a technology product development, the two most important factors for environment are the engineering infrastructure and the skill set of the people.
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As we move from simple to more complex, we need to deliver incrementally.
Get continuous feedback to know if what you are delivering make economic sense to them.
POWER OF INCREMENTAL DELIVERY
https://www.youtube.com/watch?v=H0_yKBitO8M
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SERIAL DELIVERY vs. PARALLEL DELIVERY• Your project has 3 features. Features A, B, and C. Each feature will take the entire
team one month to complete and delivers one unit of value.
• If your goal is to deliver the maximum value in the shortest time period, which of these two delivery methods would you recommend?
EXERCISE-35 mins
Feature A Feature B Feature C
Scenario 1 – Serial delivery
Time
Scenario 2 –Parallel delivery
Feature A
Feature B
Feature C
Time
(Assume 20% task switching overhead for each team member in Scenario 2)
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DELIVER VALUE INCREMENTALLYFast Feedback
Time
Valu
e De
liver
y
1 m 2 m 3 m 3.6 m
1 v
2 v
3 v
A A
B
C
B
A
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INCREMENTAL DELIVERY
Requirements
Design
Implementation
Verification
Wat
erfa
ll De
liver
y
Analysis/Documents Design/Architecture Unverified System System
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Incr
emen
tal D
eliv
ery
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AN ITERATION
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•Monitor process performance
•Conduct regular process audits
•Adjust process as needed
•Continuously improve
• Discover• Design, test, implement
•Create goal•Scope effort•Form team
Plan Do
CheckAdjust
Ready backlog items
Completed items
To be done
KEYS
An Iteration / Sprint
One cycle of a small delivery or experiment in a fixed timebox.
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A SPRINT
SCRUM FRAMEWORK
Product Backlog
Sprint Planning
Sprint Backlog
Sprint Retrospective
Daily Scrum
Sprint Review
Inspired by the Product Vision
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In your group, discuss different examples of simple products, complicated products, and complex products.
Discuss and assign which execution model you would use in the scenarios given in the Google spreadsheet.
EXERCISE-47 mins
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LEAN VS. AGILE
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AGILE
Low
Variability
LEAN
High
High
Agile methods are used to manage variability in the project and lean methods are used to manage llow in the project.
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LEAN FLOW
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A B C
10 Minutes 10 Minutes 10 Minutes
First Piece = 21 MinutesEntire Batch of 10 pieces = 30 minutes
Large Batch Flow
A B C
1 Minute
First Piece = 3 MinutesEntire Batch of 10 pieces = 12 minutes
Small Batch flow
1 Minute 1 Minute
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LEAN PRODUCT FLOW
Stop WorkBusinessHypothesis Build MVP
Implement additionalFeatures
Evaluate MVP
Kanban Flow Projects / Initiatives
Persevere
Pivot
Lean Start Up Cycle
Prioritize based on Feedback and next
economic value
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KANBAN IN STARBUCKS
Average Cycle Time = Work in Process / Throughput
• One Cashier – Avg. 10 secs / order
• One Barista– Avg. 50 secs / order
• Average Throughput– 1 order / min
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Kanban is primarily about controlling Work-in-Process (WIP) to optimize the flow of a system
CONTROL WIP
Backlog Analysis Development Test Deploy3 5 3 5
BOTTLENECK
Doing Done Doing Done
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COMMITMENT 2:SYSTEMS THINKING
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THE HOUSE OF ORGANIZATIONAL AGILITY
SERVANT LEADERSHIP
AGILE MINDSET
4 COMMITMENTS
VALUE BASED
DELIVERY
SYSTEMS THINKING
SELF MANAGED
TEAMS
LEARNING AND
GROWTH
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WHAT IS A SYSTEM?
• A system is a group of interconnected components that work together to achieve a purpose
• Example: A human body, a car, a machine, a software product, a team, an organization, a country
• A system must be managed
• Optimizing a component does not optimize the system. However, optimizing a system, optimizes the components
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Every organizations has one or more systems.
From an Agile point of view, we need to define systems based on how value flows, managed and delivered.
Examples of Systems in a typical company: • A line of business
• Value-Stream
• A Product• A Team
• A Program (Team of Teams)
• Portfolio
The organization must identify all its systems, system owners and their responsibilities.
EXAMPLES
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A SIMPLE FLOW-BASED SYSTEM
Each component is optimized properly but the system is failing. Why?
Who is responsible for the System?
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Focus on the delays!
Request Email Supervisor Approve Email tech
leadTechnical
AssessmentAssign
developer Code & Test To verification Verify To
operations Deploy
Value:
Wait:
1 hour 1 hour 1 hour 1 hour 1 hour 1 hour
1 week 2 week 2 week 1 week 1 week
6 hours
7 weeks
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Discuss in your group different Systems in your organization.
Are there System Owners?
Discuss any problems that your company is facing without Systems Thinking?
EXERCISE-55 mins
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COMMITMENT 3: SELF-MANAGED TEAMS
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THE HOUSE OF ORGANIZATIONAL AGILITY
SERVANT LEADERSHIP
AGILE MINDSET
4 COMMITMENTS
VALUE BASED
DELIVERY
SYSTEMS THINKING
SELF MANAGED
TEAMS
LEARNING AND
GROWTH
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SELF-MANAGED TEAM
Managed team vs. Self-Managed team:
• Managed Team: A group of individuals working for a supervisor/manager. The manager is responsible for the output of the team’s work. The manager is the control center, the primary decision maker, and takes the responsibility for the quality of the output.
• Self-Managed Team: When team members are knowledge workers (know more about the job than the manager) and collectively know the best choices to make in order to achieve a goal, the team should be left to self manage.
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• A self-managed team makes fast decisions, learns fast, and takes corrective actions fast
• A self-managed team is accountable for all decisions taken by them
• The collective intelligence that emerges from a self organized team is much higher than a sum of their individual knowledge
• The work structure of a self–managed team mirrors their communication structure
• The team motivation level is generally high once they achieve a certain level of maturity
ADVANTAGES OF SELF-MANAGED TEAM
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A Self-Managed Team has:
• A role with a purpose: A self-managed team should have a role with a clearly defined purpose. The role has all the authority to make all decisions to achieve the purpose as long as it does not break any of the governing rules mentioned.
• Team Goals: The team should have a shared goal that they are committed to achieve.
• Governing rules: If there are any governing rules that the roles must follow, they should be clearly defined. The rules should be as few as possible.
STRUCTURE OF A SELF-MANAGED TEAM
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COACHING A SELF-MANAGED TEAM
• A right coach can make a disorganized team into a high performing self organized team.
• The coach pays close attention to the behavior of all the members. The coach appreciates and rewards behaviors that help the team perform and grow.
• The coach guides the team to a solution. Not provide a direct solution.
• The coach makes the environment right which is conducive to team productivity and output.
• The coach can help a team develop the proper working agreements to avoid conflicts.
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SCRUM TEAM: THREE CORE ROLES
Scrum Master(One per team)
Product Owner(One per team)
Development Team(3 – 9 people)
• Does the work• Self organizes• Owns Sprint Backlog• All skill sets included
• Represents the business interests
• Sets priorities• Owns the product
backlog
• Facilitates and protects the process
• Removes team impediments
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https://youtu.be/OqmdLcyES_Q
What Motivates Knowledge workers?- Empowerment to
make decisions- Environment to
improve skills- Identifying with a
larger purpose
INTRINSIC MOTIVATION
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TEAM FORMATION STAGES
FormingUnclear roles and responsibilities of team members
StormingConfusion and chaos among members
NormingTeam works together
PerformingConsistently high productivity
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EMOTIONAL INTELLIGENCE (EQ)
Self AwarenessWhat are you feeling?
How did these feelings arise?
What information do they carry?
Social AwarenessWhat are they feeling?
How did those feelings arise?
Self ManagementHow do you want to feel?
What do you need to do in order to feel that way?
Relationship ManagementHow do you want them to feel?
What do you need to do for them to feel that way?
SELF OTHER
AWAR
ENES
SAC
TIO
NS
IQ MAY GET YOUR FOOT IN THE DOOR.
EQ WILL DECIDE HOW FAR YOU GO.
- KeyTalent
FINDING GOOD PLAYERS IS EASY.
GETTING THEM PLAY AS A TEAM IS ANOTHER STORY.
-Casey Stengel
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COMMITMENT 4:LEARNING AND GROWTH
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THE HOUSE OF ORGANIZATIONAL AGILITY
SERVANT LEADERSHIP
AGILE MINDSET
4 COMMITMENTS
VALUE BASED
DELIVERY
SYSTEMS THINKING
SELF MANAGED
TEAMS
LEARNING AND
GROWTH
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GROWTH VS. FIXED MINDSET
FIXED MINDSET
GROWTH MINDSET
“I can either do it, or I can't”“Failure is the limit of my abilities”I’m either good at it, or I’m not”“My abilities are unchanging”“I don’t like to be challenged”“My potential is predetermined”“When I’m frustrated, I give up”“I stick to what I know”
“I like to try new things”“I am inspired by the success of others”“My effort and attitude determine my abilities”“Failure is an opportunity to grow”“Challenges help me grow”“I can learn to do anything I want”“Feedback is constructive
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INDIVIDUAL LEARNING
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• We know enough about any subject to know we are right, but not enough to know where we are wrong. • Every individual wants to learn and grow in their own way. • In this fast-pace world that we all live in now, our ability to learn fast and re-
invent ourselves all the time is critical for our success. • Learning at work by inspecting and adapting our job is a big part of learning.• Learning by experimenting and collaborating with others in a complex
working environment can be huge. • Sufficient time and space are needed for learning.
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LEARNING ORGANIZATIONS
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• Learning organizations take advantage of the fast-changing environment to build a learning culture.• They leverage collective knowledge of the workforce, the
creativity of people, and collaboration with customers and suppliers to build a learning culture.• They foster curiosity, exploration, invention, safe-to-fail risk
undertakings which replace commitment to the status quo and pre-defined plans.
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SUPPORTED BYSERVANT LEADERSHIP
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THE HOUSE OF ORGANIZATIONAL AGILITY
SERVANT LEADERSHIP
AGILE MINDSET
4 COMMITMENTS
VALUE BASED
DELIVERY
SYSTEMS THINKING
SELF MANAGED
TEAMS
LEARNING AND
GROWTH
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SERVANT LEADERSHIP
Leader
Management
Employees
Customers
Customers
Employees
Management
Leader
Traditional Leadership (Top down) Servant Leadership (Bottom Up)
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SERVANT LEADERSHIP
TRADITIONAL LEADERS SERVANT LEADERS• Sees leadership as a rank to obtain• Uses power and control to drive performance• Measures success through output• Speaks• Believes its about them
• Sees leadership as an opportunity to serve others• Shares power and control to drive engagement• Measures success through growth and development• Listens• Understands its not about them
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THE AGILE MANIFESTO
Individuals and Interactions
Working Software
Customer Collaboration
Responding to Change
Processes and Tools
Comprehensive Documentation
Contract Negotiation
Following a Plan
While there is value in the items on the right, we value the items on the left more.
www.agilemanifesto.org
We are uncovering better ways of developing software by doing it and helping others do it.Through this work we have come to value:
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AGILE PRINCIPLES
Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
01
04Business people and developers must work together daily throughout the project.
07Working software is the primarymeasure of progress.
10Simplicity – the art of maximizing the amount of work not done – is essential.
Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
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05Build projects around motivated individuals. Give them the environment and support they need and trust them to get the job done.
11The best architectures, requirements, and designs emerge from self-organizing teams.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference for the shorter timescale.
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The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
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08Agile processes promote sustainable development. The sponsors, developers and users should be able to maintain a constant pace indefinitely.
09Continuous attention to technical excellence and good design enhances agility.
12At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
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Categorize each Agile principle into the four pillars of the House of Organizational Agility.
•Value-Based Delivery•Systems Thinking•Self-Managed Teams•Learning and Growth
EXERCISE-615 mins
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