self-management with unity of knowing & doing 知行合一的自我管理

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

Glen Wang

Ericsson Internal | 2013-09-30 |

› 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


› 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


0. Mind Map Change to Agile and Unity of Knowing and Doing

Part I: Knowing

1. Purpose and Action

2. Personal Product Backlog and Sprint Backlog

3. Identify and Put Down Noise

4. Know Change

5. Manage Change

6. Sum of Part I: Backlog Looks Like

Table of Contents - 1


Part II: Doing

7. Timebox

8. Timebox, Time Piece, and Time Point

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

Part III: Unity

10. Confidence (Manage Inner Change)

11. Leverage/Scale Self-Management

12. Sum of Part III: Self-Organizing Team

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



From To

Someone 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-monitoring

Someone plans and I do I plan and do (with team)

Plan once Planning dynamically

Someone makes decision and I execute

I make decisions and execute (with team)

Slow to decide and act Fast to decide and act

Many 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…


From To

Constant plan like Gantt chart Inspect and adapt

Top-down checklist and approval Definition of Done and sprint goal set by team

Managers 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 discipline

Reactive to command and control Proactive, synergy

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


0. Mind Map Change to Agile and Unity of Knowing and Doing

Part I: Knowing




4. Know Change

5. Manage Change

6. Sum of Part I: Backlog Looks Like



› 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



› 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



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



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

4. Know Change


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


PBI/SBI Plan B UncertaintyLevel

DetailedLevel

Value/Priority/Reprioritize

Noise x

Core Work x x x x

Research and Preparation Work

x x x x

Optional Work

Buffer 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…


Part II: Doing

7. Timebox



Part III: Unity







Characteristics of Timebox Our Mind-Set

Limited Time On-Time Start/End,Decisive and Determinative

Clear Objective/Scope Focus and Result-Oriented

Certainty,Managed Complexity and Ability Need

Inspect and Adapt,Visible Progress as Control

Success/Fail Quick Success/Fail as Validation

Rhythm Collaboration/Synchronization

7. Timebox

Space 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.


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



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


Part II: Doing

7. Timebox



Part III: Unity







› 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…


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

organizing› Change the world

11. Leverage/Scale Self- Management


Extending self-management to self-prganizing

Self-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


Part II: Doing

7. Timebox



Part III: Unity







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 term

Doing› Maintain your Tomorrow to-Do List› Focus to-Do with Timebox

Unity› Be Confident (manage inner change) and Manage Change


self-management with unity of knowing & doing 知行合一的自我管理

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