Management Excellence

© Alexandre Cuva version 2.00 management30.com

Alexandre Cuva

• Agile Transition Coach, Scrum Master, Product Owner

• Management 3.0 & Certified Scrum Developer Trainer

• Event speaker

• Hermes Swiss Project Team Professional

• ITIL V3

“I coach teams and organization to become highly productive.”

http://www.slideshare.net/GToronto

Agile Transition Coach

Ho Chi Minh City

Thursday

11:00 – Management Excellence

13:30 – Dice4Agile

Friday

11:00 – TDD Dojo C#

13:30 – Energize People

Source from Ken Lum

Hue, ancient Vietnam imperial palace : http://www.travelloops.com

For thousand years, we were ruled from a Central Authority

Self- organization is the

default behavior

in complex adaptive systems

Ho Chi Minh City is a is a complex adaptive system (CAS), because it consists of parts (people) that form a system (city), which shows complex behavior while it

keeps adapting to a changing environment.

A Fractal is a Complex Adaptive System (CAD)

A team is a Complex Adaptive System (CAD)

Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside- the- nescafe- plan- in- vietnam/

The Manager

A Team is just a zoom on our Fractal

Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside- the- nescafe- plan- in- vietnam/

Managers are ordinary people with special power

The ultimate victory in competition is derived from the inner satisfaction of knowing that you have done your best and that you have gotten the most out of what you had to give. Howard Cossel, 1918- 1995

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

18

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

20

Managers are like leaders, they defines constraints, the employees defines the rules

Managers need to share their objectives

Teams need to have an identity to identify their self

Managers need to found way so they employees learn

Is this possible?

shareholders /

owners

customers /

users

suppliers / partners communities / society

employees / workers

Management

3.0 Workout Practices

People are the most important parts of an organization and managers must do

all they can to keep people active, creative, and motivated.

Teams can self- organize, and this requires empowerment,

authorization, and trust from management.

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.

Teams cannot achieve their goals if team

members aren’t capable enough, and managers

must therefore contribute to the development of

competence.

Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.

People, teams, and organizations need to

improve continuously to defer failure for as long

as possible.

Management

3.0

Questions ?

53

https://plus.google.com/u/0/102628787365618084989

http://ch.linkedin.com/in/cuvaalex

@cuvaalex (twitter)

http://agile- alexcuva.blogspot.ch (blog)

http://www.slideshare.net/GToronto

55

management30.com (book)