impact of agile on hr
TRANSCRIPT
Welcome!
Agenda• What (actually) is agile?
• Why it is (so) important?
• What (really) changes with agile?
• Issues in agile transformation?
• HR Challenges?
Evolution of HR
Are We There Yet? - Dave Ulrich
Agile :: HR?
Agile & HR?
Agile in HR?
Agile HR?
HR in Agile?
Agile for HR?
Agile vs. HR?
…???
My view…
Agile = HR(or, at least 90% of it!)
Evolution of Work
Craft Structures Networks
https://www.slideshare.net/hotpop/productivity-of-agile-teams-an-empirical-evaluation-of-factors-and-monitoring-processes
“If we only knew what we know, we could conquer the world”
Old School
Track record?
Solving new problems…
The New New Product Development Game, HBR 1986
In today’s fast-paced, fiercely competitive world of commercial new product development, speed and flexibility are essential.
Companies are increasingly realizing that the old, sequential approach to developing new products simply won’t get the job done. Instead, companies in Japan and the US are using a holistic method—as in rugby, the ball gets passed within the team as it moves as a unit up the field.
This holistic approach has six characteristics: built-in instability,
self-organizing project teams, overlapping development phases, “multilearning,” subtle control, and organizational transfer of learning. The six pieces fit together like a jigsaw puzzle, forming a fast flexible process for new product development. Just as important, the new approach can act as a change agent: it is a vehicle for introducing creative, market-driven ideas and processes into an old, rigid organization.
Agile Manifesto, 2001
1Ourhighestpriorityistosa0sfythecustomerthrough
earlyandcon0nuousdeliveryofvaluableso9ware.
2Welcomechangingrequirements,evenlate
indevelopment.Agileprocessesharnesschangeforthecustomer'scompe00ve
advantage.3Deliverworkingso9warefrequently,fromacoupleofweekstoacoupleofmonths,
withapreferencetotheshorter0mescale.
4Businesspeopleanddevelopersmustworktogetherdailythroughouttheproject.
5Buildprojectsaroundmo0vatedindividuals.Givethemtheenvironmentandsupport
theyneed,andtrustthemtogetthejobdone.
6Themostefficientandeffec0vemethodofconveyinginforma0ontoandwithina
developmentteamisface-to-faceconversa0on.
7Workingso9wareistheprimarymeasureofprogress.
8Agileprocessespromotesustainabledevelopment.Thesponsors,developers,andusersshouldbeabletomaintainaconstantpaceindefinitely.
9Con0nuousaTen0ontotechnicalexcellenceandgood
designenhancesagility.
10Simplicity--theartofmaximizingtheamountofwork
notdone--isessen0al.11Thebestarchitectures,
requirements,anddesignsemergefromself-
organizingteams.12Atregularintervals,theteamreflectsonhowtobecomemoreeffec0ve,thentunesandadjustsitsbehavioraccordingly.
Why Agile?
VersionOne 10th State of Agile Survey, Apr 2016
Measures of Success
Benefits?
Why Agile fails?
Barriers
Agile Change Pyramid
Agile MindsetFixed Mindset Agile Mindset
Ability – static, like height Ability – can grow, like muscle
Goal – look good Goal – to learn
Challenge – to avoid Challenge – embrace
Failure- defines your identity
Failure – provides information
Effort – for those with no talent
Effort – path to mastery
Reaction to challenge – helplessness
Reaction to challenge – resilience
T-Shaped Professionals
“Generalizing Specialist”
Agile Behaviors• Beginner’s mindset • Jack of all trades, Master of one! • Continuous learner • Initiative-taker, courageous • Experimental, feedback-driven • Fail fast, fail cheap, fall forward • Collaborative, team player • One for all, all for one
Functional Silos
Product Management Architect Dev QA
Not my job!
Roles in Scrum
Traditional vs. Agile Teams
Team size
Communication Paths Productivity
Co-location?
Conway’s Law…
“Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure.”
Mel Conway, “How Do Committees Invent?”, 1967
http://www.melconway.com/Home/Conways_Law.html
Component vs. Feature Teams
h"p://www.bebe"erleader.com/how-do-i-form-teams/
T-shaped Agile Team?
What is a Self-Organising Team?
http://www.stevedenning.com/Radical-Management/most-high-performance-teams-are-self-organizing.aspx
Why Self-Organizing Teams?
http://www.stevedenning.com/Radical-Management/most-high-performance-teams-are-self-organizing.aspx
New role of management
http://www.scrumhub.com/wp-content/uploads/2014/09/manager-venn-diagram.png
Manager vs. Scrum?
• This is a good starting point
• http://www.goodagile.com/resources/roleofthemanager10.pdf
Good in ScrumHelp remove blocks that the Team is not able to resolve by
themselves
Provide advice and input to the Team
on technical difficulties that
come up
Do regular 1:1 meetings with
team members, to provide coaching and mentoring
Give input on how to make features
better
Stay abreast of developments in
tools and technologies Team
is using
Plan training and other skills
development for Team members
Stay up to date on industry news and
developments
Anticipate tools, skills and other future needs
Plan and manage budgets and
financials
Give input on what features /
functionality the Team should build
(to P.O.)
Do performance evals and provide
feedback to teammembers
Do career development and
career planning with team members
Recruit, interview and hire new team
members
Remove team members who are not able to perform well within the Team
Conflict / Not needed
Decide what work needs to be done
Assign the work to Team members
Keep track of what everyone on the Team is doing
Make sure the Team gets their work
done
Make commitments to mgt about how much Team can do by a certain date
Be responsible for the Team meeting the commitments
I’ve made to management
Do weekly status update report for
management
Do weekly Team staff meeting
Manager’s new role
Influence without authority
Agile Culture• High trust and respect for individual • Self-organizing teams • Openness and Transparency • “Safe to fail”, Fail Fast, Fail cheap • Creativity and Innovation • Learn, Share, Grow • Built to change (vs. Built to Last) • Shared leadership • Responsibility-Accountability Alignment • Fun, Humane, Empathy, Egalitarian
So what changes with agile?
Major changes…• Individual: Mindset, Knowledge, Skills and
Abilities, Behaviors, • Team: Small, Co-located, Cross-functional, Self-
Organising, Communication, Ownership • Manager: Coach, Facilitator, Servant Leadership • Leadership: Influence without Authority • Culture: Collaboration, “Subtle Control”, Trust,
Respect, Transparency, Openness, Accountability, Nurturing
Cultural Changes Tradition Org Agile Org
Fundamental cultural assumptions
Software is specifiable, predictable, and can be built based on meticulous planning
High quality software is developed by small teams using continuous improvement and testing based on rapid feedback and change
Control Process focus People focus
Management style Command and control Leadership and collaboration
Knowledge management
Explicit Tacit
Role assignment Individual and specialized Self-organizing with role interchangeablility encouraged
Communication Formal Informal
Customer Role Important Critical
Project Cycle Driven by tasks and activities
Driven by required product features
Organizational form and structure
Bureaucratic and highly formalized
Flexible, informal and participative
Impact on HR???
• Individual: Mindset, KSAs,…
• Jobs: Titles, Families, Descriptions,…
• Performance: Goals, Feedbacks, Frequency, Rewards and Recognition,…
• Development: Learning, Career, …
Agile HR Manifesto?
http://www.agilehrmanifesto.org/
Principles
http://www.agilehrmanifesto.org/
Agile HR• Outside-in: business-context, strategic • Inclusive: transparent, egalitarian • Fast: decision, action, feedback • Flexible: adaptable, situational, contextual • Empathy: service design thinking • Feedback-driven: listen, adapt • Enabler: gardner, coach, heart and soul • “Build for 90%”
Recap• Nature of work is changing. Way of working
(i.e. agile) needs to be commensurate to it. • Agile changes everything: individuals, teams,
management, leadership, culture, org,… • Above all, agile is all about mindset,
behaviors and culture rather methods, processes and tools.
• HR has a great opportunity to enable and lead this unique and strategic transformation.
One more thing…A photographer went to a socialite party in New York. As he entered the front door, the
host said, “I love your pictures – they’re wonderful; you must have a fantastic camera.” He said nothing until dinner
was finished, then, “That was a wonderful dinner; you must have a terrific stove.”
– Sam Haskins