management 3.0 in 50 minutes
Post on 13-Sep-2014
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DESCRIPTION
Excerpts from the Management 3.0 course. See: http://www.management30.comTRANSCRIPT
Jurgen Appelo writer, speaker, entrepreneur... www.jurgenappelo.com
Scrum
Mike Cohn. Succeeding with Agile: Software Development using Scrum, 2010 4
Lean Startup
ideas
product data
measure
Eric Ries, The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation…, 2011
Design Thinking
Richard Buchanan, “Wicked Problems in Design Thinking” http://www.jstor.org/stable/1511637?origin=JSTOR-pdf
viability
feasibility desirability
Benefits Obtained from Agile
http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf 7
http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf 8
Management is about human beings. Its task is to
make people capable of joint performance […]. This is what
organization is all about, and it is the reason that management is the critical, determining factor.
Management: Revised Edition, 2008
Peter F. Drucker
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Management is too important to be left to the
managers.
10
Man
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3.0
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A team is a complex adaptive system (CAS), because it consists of parts (people) that form a system (team), which shows complex behavior while it keeps adapting to a changing environment.
12
Anticipate, adapt, explore
Apart from looking forward (proactive), and looking backward (reactive), don’t forget to try things out (safe-to-fail experiments).
Evolutionary systems by their nature involve experimentation.
Mike Rother, Toyota Kata, 2009 13
http://www.flickr.com/photos/alexsbayley/7232946962/ 2011 Alex S. Bayley, Creative Commons 3.0
Experiment with tools, techniques, and architectures.
Shorten the feedback cycle
Systems with slower feedback cycles have higher extinction rates.
The only way to win is to learn faster than anyone else.
Eric Ries, The Lean Startup, 2011 15
http://www.flickr.com/photos/lxsocon/707845930/ 2007 Alexis O’Connor, Creative Commons 3.0
From 4-week sprints to continuous delivery in a few years.
Steal and tweak
Successful systems spend most of their time copying and adapting ideas from others.
We usually think of innovation as inventing new things, but we may be smarter to think of it as
recombining old ones.
TheBuildNetwork, “A Smarter Definition of Innovation” http://thebuildnetwork.com/innovation/innovation-by-combination/ 17
Feedback door + happiness index = happiness door.
Man
agem
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3.0
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People are the most important parts of an organization and
managers must do all they can to keep people active, creative, and
motivated.
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10 Intrinsic Desires Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / Competence The need to feel capable
Power The need for influence of will
Freedom / Independence / Autonomy Being an individual
Relatedness / Social Contact The need for friends
Order Or stable environments
Goal / Idealism / Purpose The need for purpose
Status The need for social standing
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1. Put the motivator cards in order, from unimportant to important
2. (You may leave out any cards you don’t want to use.)
Exercise: Moving Motivators
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3. 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
Exercise: Moving Motivators
positive change
negative change 23
Teams can self-organize, and this requires empowerment,
authorization, and trust from management.
25
1. Tell: make decision as the manager
2. Sell: convince people about decision
3. Consult: get input from team before decision
4. Agree: make decision together with team
5. Advise: influence decision made by the team
6. Inquire: ask feedback after decision by team
7. Delegate: no influence, let team work it out
The Seven Levels of Authority
Self-organization can lead to anything, and it’s therefore necessary to protect people
and shared resources…
…and to give people a clear purpose and defined goals. 28
http://www.flickr.com/photos/bertwerk/623288901/ 2007 Bert Werk, Creative Commons 3.0
Teams cannot achieve their goals if team
members aren’t capable enough, and
managers must therefore contribute to
the development of competence.
33
Support emerging creativity.
2012 Jurgen Appelo, taken at Cisco SystemsNorway, Oslo
Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.
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Informal structures.
2012 Elliott Brown, Creative Commons 2.0, http://www.flickr.com/photos/ell-r-brown/4436513664
Value units
System administrators
GUI designers
Project Mgt Office
Community of Practice
Center of Excellence
Human Resources
...
Delivering value to others
People, teams, and organizations need to
improve continuously to defer failure for as long
as possible.
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Track happiness to better understand improvement.
2012 Jurgen Appelo, taken at VI Company, Rotterdam
The Management 3.0 model
Six organizational views based on complexity thinking
@jurgenappelo
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noop.nl
linkedin.com/in/jurgenappelo
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This presentation was inspired by the works of many people, and I cannot possibly list them all. Though I did my very best to attribute all authors of texts and images, and to recognize any copyrights, if you think that anything in this presentation should be changed, added or removed, please contact me at [email protected].