Download - Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
-
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
1/50
Peter Saddington - MDiv, CST
The Science Behind Building and Sustaining High-
Performance Teams through Understanding
Behavioral Science, Neuroscience, Social Psychology
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
2/50
Peter Saddington - Action & Influence, Inc. www.myai.org
Peter Saddington MDiv, CST15+YearsinSo.wareDevelopment
Organiza9onalCounselor Cer9fiedScrumTrainer
TheAgilePocketGuide-AQuickStarttoMakingYourBusinessAgile(Wiley,2012)
h;p://amzn.com/1118438256
3MastersDegrees:
M.A.Counseling-Org.Behavior
M.A.Educaon-LearningTheory
MDivReligion-Psychology
VolunteerCounselor
2Email:[email protected]:@agilescout
mailto:[email protected]://amzn.com/1118438256mailto:[email protected]:[email protected]://amzn.com/1118438256http://amzn.com/1118438256http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
3/50
Peter Saddington - Action & Influence, Inc. www.myai.org
Where were headed today...
Imgoingtochallengeyourcorporateculture...
StartwithSelf-Organiza:on
1.KNOWYOURCUTURE-BehavioralScience
2.THEMOSTIMPORTANTWORKQUESTION-Neuroscience3.AOWINGTEAMSTOSUCCEED-Psychology
3
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
4/50
-
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
5/50
Peter Saddington - Action & Influence, Inc. www.myai.org
Self-Organization?
5
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
6/50
Peter Saddington - Action & Influence, Inc. www.myai.org
True Self-Organization: Theory or Reality?
6
Trueself-organiza0on=abilitytochangeandinfluence
EVERYTHINGaroundyouinautonomousteams
High-performance=Highproducvity,fun,sustainability
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
7/50Peter Saddington - Action & Influence, Inc. www.myai.org
7
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
8/50Peter Saddington - Action & Influence, Inc. www.myai.org
From a Marriage Counselor
8
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
9/50Peter Saddington - Action & Influence, Inc. www.myai.org
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
10/50
-
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
11/50Peter Saddington - Action & Influence, Inc. www.myai.org
Future Project Success Cannot Often BeDetermined...
Heuris9csisnotenough
Methodologiesarenotenough
11
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
12/50Peter Saddington - Action & Influence, Inc. www.myai.org
Not Heuristics, Not Methods...
Humanpa(ernstendtobemoreaccurateover
2me...
12
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
13/50Peter Saddington - Action & Influence, Inc. www.myai.org
- Working with a Team
Whataboutworkingwithateam?
Allmeasurable! 13
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
14/50Peter Saddington - Action & Influence, Inc. www.myai.org
As a Manager, What If ?
Youunderstoodteam
memberpaerns...
Then...youcould
op:mizethem!
14
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
15/50Peter Saddington - Action & Influence, Inc. www.myai.org
From a Counselor: Emotions arent Accurate
15
Action & Influence, Inc.
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
16/50Peter Saddington - Action & Influence, Inc. www.myai.org
From a Counselor: General Behavioral Patterns
16
Action & Influence, Inc.
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
17/50Peter Saddington - Action & Influence, Inc. www.myai.org
Behavioral Science: Team DynamicsUnderstood...
17Action & Influence, Inc.
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
18/50Peter Saddington - Action & Influence, Inc. www.myai.org
Behavioral Science: Manager Effort Decreases...
18Action & Influence, Inc.
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
19/50Peter Saddington - Action & Influence, Inc. www.myai.org
Manager Effort Shifts...
1
Timeandeffortshi.sto:INSPIRING
ENABING
FUFIING
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
20/50
-
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
21/50
Peter Saddington - Action & Influence, Inc. www.myai.org
Have a Process or Instrument for UnderstandingPeople
Behavioraldynamics,teamperformance,
establishingandverifyingrepeatablepa;ernsfor
teamsuccess
Howdowedothis?
21
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
22/50
Peter Saddington - Action & Influence, Inc. www.myai.org
A&I Re-Interview Model (Process Option)
Example:
1.Whatdootherpeoplesayyouare?
.Whatdoyoulovetodooutsideofwork)?
3.Whodoyoulookuptomentor/rolemodel)?Why?
4.Whattypeofproblemsdoyouenjoysolving
outsideofwork)?Why?
5.Howdoyouknowyouvedoneagoodjobat
somethingoutsideofwork)?
6.Whatisyourbestwayofsuppor2ngothers
outsideofwork)?
22
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
23/50
Peter Saddington - Action & Influence, Inc. www.myai.org
We Use Team Science (Process + Tool Option)
23wwwteamsciencecom
http://www.teamscience.com/http://www.teamscience.com/http://www.teamscience.com/http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
24/50
Peter Saddington - Action & Influence, Inc. www.myai.org
Agile Coach / Consultant Patterns?
24wwwteamsciencecom
http://www.teamscience.com/http://www.teamscience.com/http://www.teamscience.com/http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
25/50
Peter Saddington - Action & Influence, Inc. www.myai.org
What Patterns Work in My Company?
25wwwteamsciencecom
http://www.teamscience.com/http://www.teamscience.com/http://www.teamscience.com/http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
26/50
Peter Saddington - Action & Influence, Inc. www.myai.org
26
Cultural Decay Happens... If Not Cared For
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
27/50
-
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
28/50
Peter Saddington - Action & Influence, Inc. www.myai.org
28
THE MOST IMPORTANT CULTURALQUESTION OF ALL: ________________
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
29/50
Peter Saddington - Action & Influence, Inc. www.myai.org
LOSS OF FUN
PlayandfunatworkhavedecreasedyearaNeryear
overthepast30years1970).
21GarryChick,PennStateUniversityReport
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
30/50
Peter Saddington - Action & Influence, Inc. www.myai.org
VALUE?
1) Happierpeople=Moreproduc2vepeople
) Increasefun,increaseinnova2on
3) Increaseautonomy,increasefun
4) Morefunatwork,longerlifespan
5) EEDMOREDOPAMIEeuropsychology)
30
1SuLon-Smith-UniversityofPennsylvania2SuLon-Smith-
UniversityofPennsylvania3enoreTerr,clinicalprofessorof
psychiatry-UniversityofCalifornia4ewisTerman-StandfordUniversity
Mo9va9on
Concentra9on
earning
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
31/50
Peter Saddington - Action & Influence, Inc. www.myai.org
Do You Have FUN at Work?
Thinkforamoment...Doyouhavefunatwork?
JotdownYESorNO
IfYES,why? Writedownwhy
IfNO,whynot?
Writedownwhynot
31
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
32/50
Peter Saddington - Action & Influence, Inc. www.myai.org
How Do We Get Fun Out of Work?
32
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
33/50
Peter Saddington - Action & Influence, Inc. www.myai.org
Purpose
33
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
34/50
-
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
35/50
Peter Saddington - Action & Influence, Inc. www.myai.org
a,b,c,d,eZ
3,6,,12,1542
5,10,15,20,256035
Easy Sequencing Simulation
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
36/50
Peter Saddington - Action & Influence, Inc. www.myai.org
36
HOWDIDTHATFEEL?
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
37/50
Peter Saddington - Action & Influence, Inc. www.myai.org
Tweet This. Make it Known!
@agilescout-Ifyourequireyourteammemberstoworkonmore
thanoneprojectata:me,youput
quality,speed,andvalueatrisk.
37
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
38/50
Peter Saddington - Action & Influence, Inc. www.myai.org
COST?
1) ~$650B/yeartocompanies
) Imagine$11,000/yeartoYOU!
3) ~40%inlossofproduc:vityformul2pleprojectsandloseabilitytofilterrelevant
informa2onfromnon-relevant
4) VisualInputdrops9%andBrainAc:va:ondrops53%
5) Contextswitchinglinkedtomemoryloss
6) Mul2taskinglinkedtomadness
38
1WorkplaceOp9onsSurvey2WorkplaceOp9onsSurvey3
MarcelJust,CarnegieMellonUniversityonNeurolmage
Journal4PsychologyTodayStudy5DavidMeyer,UniversityofMichiganStudy6EyalOphir,CliffordNass,Anthony
Wagner,ProceedingsfromtheNa9onalAcademyofSciences
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
39/50
Peter Saddington - Action & Influence, Inc. www.myai.org
3
TheRoleofDorsolateralPrefrontalCortexforExecu9veCogni9veProcessesinTaskSwitching
DEMeyer,JEEvans,EJauber,Gmeindl,JRubinstein,Junck,RAKoeppe
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
40/50
Peter Saddington - Action & Influence, Inc. www.myai.org
40
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
41/50
-
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
42/50
Peter Saddington - Action & Influence, Inc. www.myai.org42
Effecveleadersshouldsee
themselvesnotasmanagersor
evenproblemsolversbutas
loversofpeopleandinspira8on
starters.-PeterSaddington
Th B Li
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
43/50
Peter Saddington - Action & Influence, Inc. www.myai.org
The Bottom Line
43
UNDERSTANDPEOPLE
WeuseTeamScience
INCREASEFUN
Knowyourpeopleso
youknowhowto
mo9vatethem
FOCUS Stopwiththemul9ple-
projectsJuststop
R f f F h R di
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
44/50
Peter Saddington - Action & Influence, Inc. www.myai.org
References for Further ReadingGopher, D., Armony, L. & Greenspan, Y. (2000). Switching tasks and attention policies. Journal of Experimental Psychology: General, 129,
308-229.
Mayr, U. & Kliegl, R. (2000). Task-set switching and long-term memory retrieval. Journal of Experimental Psychology: Learning, Memory, and
Cognition, 26, 1124-1140.
Meuter, R. F. I. & Allport, A. (1999). Bilingual language switching in naming: Asymmetrical costs of language selection. Journal of Memory and
Language, 40(1), 25-40.
Meyer, D. E. & Kieras, D. E. (1997a). A computational theory of executive cognitive processes and m ultiple-task performance: Part 1. Basic
mechanisms. Psychological Review, 104, 3-65.
Meyer, D. E. & Kieras, D. E. (1997b). A computational theory of executive cognitive processes and multiple-task performanc e: Part 2. Accounts of
psychological refractory-period phenomena. Psychological Review, 104, 749-791.
Monsell, S., Azuma, R., Eimer, M., Le Pelley, M., & Strafford, S. (1998, July). Does a prepared task switch require an extra (control) process
between stimulus onset and response selection? Poster presented at the 18th International Symposium on Attention and Performance, Windsor
Great Park, United Kingdom.
Monsell, S., Yeung, N., & Azuma, R. (2000). Reconfiguration of task-set: Is it easier to switch to the weaker task? Psychological Research, 63,
250-264.
Monsell, S. & Driver, J., Eds. (2000). Control of cognitive processes: Attention and Performance XVIII. Cambridge, Mass.: MIT Press.
Rogers, R. & Monsell, S. (1995). The costs of a predictable switch between simple cognitive tasks. Journal of Experimental Psychology: General,
124, 207-231.
Rubinstein, J., Evans, J. & Meyer, D. E. (1994). Task switching in patients with prefrontal cortex damage. Poster presented at the meeting of the
Cognitive Neuroscience Society, San Francisco, CA, March, 1994. Abstract published in Journal of Cognitive Neuroscience, 1994, Vol. 6.
Rubinstein, J. S., Meyer, D. E. & Evans, J. E. (2001). Executive Control of Cognitive Processes in Task Switching. Journal of Experimental
Psychology: Human Perception and Performance, 27, 763-797.
Yeung, N. & Monsell, S. (2003). Switching between tasks of unequal familiarity: The role of stimulus-attribute and response-set selection. Journal
of Experimental Psychology-Human Perception and Performance, 29(2): 455-469.
Multitasking May Not Mean Higher Productivity. (2009). Talk of the Nation, National Public Radio. Found online at http://www.npr.org/templates/
story/story.php?storyId=112334449
American Psychological Association. (2006). Multitasking: Switching costs. Found online at http://apa.org/research/action/multitask.aspx
Adams, Marilyn Jager. 2010. "Fostering literacy within a multi-media, multi-tasking educational world." Multitasking Seminar Memo, The Joan
Ganz Cooney Center at Sesame Workshop.
Adams_MultitaskingMemo.pdf
Blakemore, Sarah-Jayne and Choudhury, Suparna. 2006. "Development of the adolescent brain: implications for executive function and social
cognition."Journal of Child Psychology and Psychiatry, 47:3-4, March-April 2006.
onlinelibrary.wiley.com/doi/10.1111/j.1469-7610.2006.01611.x/abstract
Calvert, Sandra. 2010. "Multitasking." Multitasking Seminar Memo, The Joan Ganz Cooney Center at Sesame Workshop.
Calvert_MultitaskingMemo.pdf
Foerde, Karin. 2010. "Neural correlates of performance after learning in dual or single task environments." Multitasking Seminar Memo, The Joan
Ganz Cooney Center at Sesame Workshop.
Foerde_MultitaskingMemo.pdf
Giedd, Jay. 2012. "The digital revolution and adolescent brain evolution." Journal of Adolescent Health, 51:2, August 2012.
www.jahonline.org/article/S1054-139X%2812%2900221-2/abstract
Ophir, Eyal et al. 2009. "Cognitive control in media multitas kers." Proceedings of the National Academy of Sciences , 106:37, September 15, 2009.
www.pnas.org/content/106/37/15583.short
Rosen, Christine. 2008. "The myth of multitasking." The New Atlantis, No. 20, Spring 2008.
Shah, Priti. 2010. "Media multitasking: The role of experience and practice." Media Multitasking Seminar Memo, The Joan Ganz Cooney Center at
Sesame Workshop.
Shah_MediaMultitasking.pdf
Wallis, Claudia. 2010. "The impacts of media multitasking on children's learning & development: Report from a research seminar." The Joan Ganz
Cooney Center at Sesame Workshop.
multitasking.stanford.edu/artifacts.html#finalreport
44
http://apa.org/research/action/multitask.aspxhttp://www.npr.org/templates/story/story.php?storyId=112334449http://www.npr.org/templates/story/story.php?storyId=112334449http://www.npr.org/templates/story/story.php?storyId=112334449http://www.npr.org/templates/story/story.php?storyId=112334449http://www.myai.org/http://multitasking.stanford.edu/artifacts.html#finalreporthttp://www.pnas.org/content/106/37/15583.shorthttp://multitasking.stanford.edu/artifacts.html#finalreporthttp://multitasking.stanford.edu/artifacts.html#finalreporthttp://www.stanford.edu/group/multitasking/memos/Shah_MediaMultitasking.pdfhttp://www.stanford.edu/group/multitasking/memos/Shah_MediaMultitasking.pdfhttp://www.pnas.org/content/106/37/15583.shorthttp://www.pnas.org/content/106/37/15583.shorthttp://www.jahonline.org/article/S1054-139X%2812%2900221-2/abstracthttp://www.jahonline.org/article/S1054-139X%2812%2900221-2/abstracthttp://www.stanford.edu/group/multitasking/memos/Foerde_MultitaskingMemo.pdfhttp://www.stanford.edu/group/multitasking/memos/Foerde_MultitaskingMemo.pdfhttp://www.stanford.edu/group/multitasking/memos/Calvert_MultitaskingMemo.pdfhttp://www.stanford.edu/group/multitasking/memos/Calvert_MultitaskingMemo.pdfhttp://onlinelibrary.wiley.com/doi/10.1111/j.1469-7610.2006.01611.x/abstracthttp://onlinelibrary.wiley.com/doi/10.1111/j.1469-7610.2006.01611.x/abstracthttp://www.stanford.edu/group/multitasking/memos/Adams_MultitaskingMemo.pdfhttp://www.stanford.edu/group/multitasking/memos/Adams_MultitaskingMemo.pdfhttp://apa.org/research/action/multitask.aspxhttp://apa.org/research/action/multitask.aspxhttp://www.npr.org/templates/story/story.php?storyId=112334449http://www.npr.org/templates/story/story.php?storyId=112334449http://www.npr.org/templates/story/story.php?storyId=112334449http://www.npr.org/templates/story/story.php?storyId=112334449http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
45/50
Peter Saddington - Action & Influence, Inc. www.myai.org
What does Action & Influence do?
AGIETRANSFORMATIONSERVICES
PleasecontactJennyMintz,VPofTalent
foranystaffingneeds:
-ookingforanewopportunity
-ookingforcandidatesforyour
company
jenny@myaiorg
404788402
mailto:[email protected]:[email protected]:[email protected]:[email protected]://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
46/50
Peter Saddington - Action & Influence, Inc. www.myai.org
Some Action & Influence Customers
1 2 3 4 St t A ilit L t G t St t d
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
47/50
Peter Saddington - Action & Influence, Inc. www.myai.org
1, 2, 3, 4 Steps to Agility - Lets Get Started
1.WeoNenstartwithtrainingyourteamsandenterprise
i. AgileExecu2veTraining
ii.ScrumMasterandProductOwnerTraining
iii.TeamTraining
.FromtherewebeginanAgileMaturitySurveyofneartermandlongtermgoalsoNentakes3-9daysdependingonscale)
3.Wethenassignacoachforshort3-months)tolongtermcoaching,
consul2ng,andmentoringbasedonthesurveyresults
4.WecreateasustainabilityplanforgrowthandsuccessofAgilewithinyourcompany
47
Ad ti t S l
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
48/50
Peter Saddington - Action & Influence, Inc. www.myai.org
Adoption at Scale
Wh t Y G t ith A ti & I fl
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
49/50
Peter Saddington - Action & Influence, Inc. www.myai.org
What You Get with Action & Influence
On-sitecoachingforteams
CulturalSurvey
AgileMaturitySurvey
SuccessMetrics
ROIofadop2onAgilePoroliomanagement
Riskmanagementofprojects
Agileplanningatscale
CustomerInterac2vityCycles
UsingfeedbacktoincreaseIRR
Increasequality
Agileinnova2oncycles
On-goingtraining
Assistanceinrecruitmentofteammembers
Execu2vecoaching
Andmore
4
C t ith U
http://www.myai.org/http://www.myai.org/ -
8/22/2019 Action & Influence - The Science of High Performance Teams Teams Agile2013 Peter Saddington FINAL
50/50
Connect with Us
TheonlyAgileCer9fica9onConsultancyinAtlanta
withalocalCer9fiedScrumTrainer
oAgileTraining&Consul2ng
oAgileTalentPlacement&Recrui2ng
o
AgileTeamScienceCulturalPlaorm
oPeterSaddington-MDiv,Cer9fiedScrumTraineropeter@myaiorg
o
404666662
oJennyMintz-VPofTalentojenny@myaiorg
o404788402
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]