management 3.0 keynote in agile tour 2013 hanoi
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Keynote presentation for Agile Tour 2013 Hanoi Management 3.0TRANSCRIPT
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
Agile Tour 2013 - Hanoi
Agile Leadership
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
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Games gives experience
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Observation
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Build projects around mo;vated individuals. Give them the environment and support they need, and trust them to get the job done.
Agile Manifesto – 12 principles
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self-‐organizing teams Agile soFware development works because of
Observation
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Self-‐organiza;on is the default behavior
in complex adap;ve systems
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
Hanoi is a complex adap3ve system (CAS), because it consists of parts (people) that form a
system (city), which shows complex behavior while it keeps adap;ng to a changing environment.
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
A team is a Complex Adap;ve System (CAD)
Sources : h0p://rafrogblogus.wordpress.com/2012/10/11/inside-‐the-‐nescafe-‐plan-‐in-‐vietnam/
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch Sources : h0p://rafrogblogus.wordpress.com/2012/10/11/inside-‐the-‐nescafe-‐plan-‐in-‐vietnam/
Managers are ordinary people with special power
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Observation
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Median age: total: 28.2 years male: 27.1 years female: 29.2 years (2012 est.)
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Millennial Characteristics
! They’ve been told they were special their whole lives ! More confident than generations before them ! Team-oriented ! High achieving
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Empower Teams
Energize People
Develop Competence
Align Constraints Grow Structure
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WHY DO WE WORK ?
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The best use of money as a mo;vator is to pay people enough to take the issue of money off the table.
Daniel Pink -‐ Drive: The Surprising Truth About What MoCvates Us
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Intrinsic mo;va;on is the reason people get out of bed in the morning. Since people are the most important parts of an organiza;on, managers must do all they can to keep people ac;ve, crea;ve, and mo;vated. Jurgen Appelo – Management 3.0: Leading Agile Developers, Developing Agile Leaders
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
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McGregor’s Theory X and Theory Y
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Workplace Values
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“Medinilla’s principle of mo3va3on” “Every great product ever created that made a huge difference in the market was created by a highly mo;vated individual or team. As a corollary, never in history, at no place on
earth, a de-‐mo;vated individual or workforce gave birth to a great product” Medinilla, Ángel -‐ Agile Management: Leadership in an Agile Environment
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Agile Leadership Principles
! If your job is to demotivate people don’t do Agile, Agile is has hard than motivate people.
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Empower Teams
Energize People
Develop Competence
Align Constraints Grow Structure
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
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ARE YOU AFRAID LOOSING POWER ?
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By advoca;ng being a ‘lazy’ project manager, I do not intend that we should all do absolutely nothing.[…] mean that we should all adopt a more focused approach to project management and exercise our efforts where it really ma0ers, rather than rushing around like busy, busy bees involving ourselves in unimportant, non-‐cri;cal
ac;vi;es that others can be0er address, or which do not need addressing at all in some cases.
Peter Taylor -‐ The lazy project manager
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The four types of trust
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Empowerment is implemen;ng distributed control by delega;ng authority
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Situa;onal Leadership
h0p://en.wikipedia.org/wiki/Situa;onal_leadership_theory
Four different “leadership styles” 1. Telling 2. Selling 3. Par;cipa;ng 4. Delega;on Work your way to level 4
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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
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Bring Transparency
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Agile Leadership Principles
! If your job is to demotivate people don’t do Agile, Agile is has hard than motivate people.
! Be a great lazy manager, empower your teams
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Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
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Empower Teams
Energize People
Develop Competence
Align Constraints Grow Structure
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
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Why train employees ?
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Competence development is key when it comes to doing a good job. Teams are only able to achieve their goals if team members are capable enough, and managers must therefore contribute to the development of competence. Jurgen Appelo – Management 3.0: Leading Agile Developers, Developing Agile Leaders
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
Agile Leadership Principles
! If your job is to demotivate people don’t do Agile, Agile is has hard than motivate people.
! Be a great lazy manager, empower your teams ! The only person you keep in your team untrained are the one you would
like they leave.
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Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
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Empower Teams
Energize People
Develop Competence
Align Constraints Grow Structure
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
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How can we align teams with the goal of the company ?
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
goal vision
mission
objective
intent
target
aim
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Everything starts with the purpose of a business Peter F. Druker – Management
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Eliminate numerical goals, quotas and bonuses. W. Edwards Deming – Out of the Crisis
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Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
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Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
Agile Leadership Principles
! If your job is to demotivate people don’t do Agile, Agile is has hard than motivate people.
! Be a great lazy manager, empower your teams ! The only person you keep in your team untrained are the one you would
like they leave. ! Give people clear purpose and defined goal
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Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
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Empower Teams
Energize People
Develop Competence
Align Constraints Grow Structure
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
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How can we be Agile in a geographically distributed organiza;on ?
Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
Organiza;onal structures significantly impact how an organiza;on works. Many teams operate within the context of a complex organiza;on, and thus it is important to consider structures that enhance communica;on. Jurgen Appelo – Management 3.0: Leading Agile Developers, Developing Agile Leaders
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Hierarchies are brilliant systems inven;ons […] they reduce the amount of informa;on that any part of the system has to keep track of. Donella Meadows, Thinking in Systems
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The workplace is a network
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Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
Agile Leadership Principles
! If your job is to demotivate people don’t do Agile, Agile is has hard than motivate people.
! Be a great lazy manager, empower your teams ! The only person you keep in your team untrained are the one you would
like they leave. ! Give people clear purpose and defined goal ! Grow structure as a fractal
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Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
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Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch
Alexandre Cuva
• CIO for a Swiss Financial Company
• Experience with distributed Scrum teams in Vietnam & India
• Agile Transi;on Coach, Scrum Master, Product Owner
• Management 3.0 & Cer;fied Scrum Developer Trainer
• Event speaker
• ITIL V3
“I coach teams and organizaCon to become highly producCve.”
E-‐mail : [email protected]
h0p://www.slideshare.net/GToronto
Speaker
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