Self-Management withUnity of Knowing & Doing 知行合一的自我管理Glen Wang

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› A manager› An Agile Coach› A thinker and practitioner of the UKD (Unity of Knowing and

Doing) philosophy (知行合一 )

Glen Wang is

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› Advocate self-management› Explain a self-management framework with a combination

of UKD (Unity of Knowing & Doing) and Agile/Scrum values/principles/practices

Purpose of This Presentation

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0. Mind Map Change to Agile and Unity of Knowing and DoingPart I: Knowing1. Purpose and Action2. Personal Product Backlog and Sprint Backlog3. Identify and Put Down Noise4. Know Change5. Manage Change6. Sum of Part I: Backlog Looks Like

Table of Contents - 1

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Part II: Doing7. Timebox8. Timebox, Time Piece, and Time Point9. Sum of Part II: Tomorrow to-Do ListPart III: Unity10. Confidence (Manage Inner Change)11. Leverage/Scale Self-Management12. Sum of Part III: Self-Organizing TeamSummary: Purpose, Plan, Focus, and Confidence/Change

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From ToSomeone manages me (劳心者治人劳力者治于人 )

I manage myself (知行合一 )

Someone is monitoring me Self-monitoringSomeone plans and I do I plan and do (with team)Plan once Planning dynamicallySomeone makes decision and I execute

I make decisions and execute (with team)

Slow to decide and act Fast to decide and actMany handoff steps between requirements and implementation

Implementer gets requirements directly

0. Mind Map Change to Agile and Unity of Knowing and Doing – 1/2

To be continued…

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From ToConstant plan like Gantt chart Inspect and adaptTop-down checklist and approval Definition of Done and sprint goal

set by teamManagers monitor report and utilization, e.g., how busy is someone

Transparency and flow, e.g., backlog and burn-down chart visible to everyone

External discipline Internal disciplineReactive to command and control Proactive, synergy

0. Mind Map Change to Agile and Unity of Knowing & Doing – 2/2Continue…

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0. Mind Map Change to Agile and Unity of Knowing and DoingPart I: Knowing1. Purpose and Action2. Personal Product Backlog and Sprint Backlog3. Identify and Put Down Noise4. Know Change5. Manage Change6. Sum of Part I: Backlog Looks Like

Table of Contents - 1

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› Discover your personal product vision: Know the purpose of your Life

› Use action to implement your purpose› Unity of Purpose and Action is the essence of UKD (Unity

of Knowing and Doing)› You have to know your purpose and do your action

1. Purpose and Action

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› Borrow the concept from Scrum but for personal use› Product backlog for long term, e.g., longer than one week› Sprint backlog for short term, e.g., one week› Only one product backlog› Only one sprint backlog› Plan research/preparation work as PBI/SBI (Product

Backlog Item/Sprint Backlog Item)› Mark uncertainty level for PBI/SBI› Proper detailed level for PBI/SBI› Use user story INVEST criteria for easy reprioritization

2. Personal Product Backlog and Sprint Backlog

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Noise: Wrong expectations that do not contribute to objectives› Perfectionism› Chaos that has no relationship with you› Anxiety that has no relationship with your objectives› Surprise that’s associated with wrong expectations› Don’t expect that you know everything

3. Identify and Put Down Noise

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Anything not planned is change› Requirement change› Anxiety› Trivial› Risk› Uncertainty› From others› My mind – inner change› Worry› Emergency

4. Know Change

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You need your own strategy to manage change› Buffer time and resources for interruptions and changes› Optional (nice to have) tasks as buffers› Backup (backup resource, or Plan B) over critical path› Predict and prepare at a certain level› Risk evaluation of story/task› Flexibility to reprioritize and replan› Make change visible, valuable, and validated› Balance stability and the flexibility of your backlog

5. Manage Change

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PBI/SBI Plan B UncertaintyLevel

DetailedLevel

Value/Priority/Reprioritize

Noise xCore Work x x x xResearch and Preparation Work

x x x x

Optional WorkBuffer Resource/Time

x

Change/Interrupt/Risk/Uncertainty

x x x

Anxiety/Worry x x x

6. Sum of Part I: Backlog Looks LikePlan and Manage…

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Part II: Doing7. Timebox8. Timebox, Time Piece, and Time Point9. Sum of Part II: Tomorrow to-Do ListPart III: Unity10. Confidence (Manage Inner Change)11. Leverage/Scale Self-Management12. Sum of Part III: Self-Organizing TeamSummary: Purpose, Plan, Focus, and Confidence/Change

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Characteristics of Timebox Our Mind-SetLimited Time On-Time Start/End,

Decisive and DeterminativeClear Objective/Scope Focus and Result-OrientedCertainty,Managed Complexity and Ability Need

Inspect and Adapt,Visible Progress as Control

Success/Fail Quick Success/Fail as ValidationRhythm Collaboration/Synchronization

7. TimeboxSpace Box for Safety: a cave, a tent, a house

Timebox for Certainty: an hour, a day, a week

Focus is not magical. But without focus, time will slip away easily.

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Different time type, same for focus› Timebox: With defined start/end time, for defined task› Time Piece: Small piece of time, manage to utilize› Time Point: Deadline, manage it

8. Timebox, Time Piece, and Time Point

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Task Mandatory/Optional/Backup

Change Management Strategy

Time Type

Core Task type 1

M (Must Have) Can Delegate Timebox

Core Task type 2

M Can’t Delegate, Accept Failure

Timebox

Important, Not Urgent

O (Nice to Have) Can Delay Time Piece

Not Important Not Urgent

O Can Cancel Time Piece

Not Important But Urgent

O Can Delegate Time Point

Task of the Day After Tomorrow

B (Prepare for Future)

Scope in Time Piece

9. Sum of Part II: Tomorrow To-Do List

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Part II: Doing7. Timebox8. Timebox, Time Piece, and Time Point9. Sum of Part II: Tomorrow to-Do ListPart III: Unity10. Confidence (Manage Inner Change)11. Leverage/Scale Self-Management12. Sum of Part III: Self-Organizing TeamSummary: Purpose, Plan, Focus, and Confidence/Change

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› Confidence is to manage our inner change, build inner strength

› Stick to your core values (good reference = Scrum Values: Focus, Commitment, Respect, Courage, Openness)

› Angry/worry is good as indicator that something is wrong. Controlling angry/worry is important so that you can correct the situation.

› Be calm to face your fate about things you can’t control.› Confidence doesn’t mean, “I’m always right.” Inspect,

adapt, and be transparent: Make it easy to recognize that “I’m wrong” or “My plan doesn’t work.”

› “Good or Evil” is the only criteria if I’m doing the right thing.

10. Confidence (Manage Inner Change)Some Tips…

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› Manage yourself› Influence others, extending self-management to self-

organizing› Change the world

11. Leverage/Scale Self- Management

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Extending self-management to self-prganizingSelf-organizing rewards is the test stone of self-organizing.› Manager sets stage and boundary: Organizational objectives

and expected behaviors; culture of openness, trust, transparency

› Why? Self-motivation is true motivation: Link organizational objectives to personal objectives, internalize right behaviors

› How? Use intelligence of the crowd, distribute power, cultivate collaboration, reward from peers

› Try: Team-building activities, rewards, bonuses

12. Sum of Part III: Self-Organizing Rewards

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Part II: Doing7. Timebox8. Timebox, Time Piece, and Time Point9. Sum of Part II: Tomorrow to-Do ListPart III: Unity10. Confidence (Manage Inner Change)11. Leverage/Scale Self-Management12. Sum of Part III: Self-Organizing TeamSummary: Purpose, Plan, Focus, and Confidence/Change

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Knowing› Build your personal Product Vision: Know the purpose of

your life› Maintain your own Product Backlog for the long term› Maintain your own Sprint Backlog for the short termDoing› Maintain your Tomorrow to-Do List› Focus to-Do with TimeboxUnity› Be Confident (manage inner change) and Manage Change

Summary: Purpose, Plan, Focus, and Confidence/Change