Hr Game Changer - Introduction to Agile
•
15 likes•2,390 views
Presented in Melbourne at the HR Game Changer Conference on 31/07/15 this covers the basics of Agile in a non software development way with *lots* of drawings and pictures over bullet points Please note: all drawings (with the exception of Dan Pink's) are copyright to Unbound DNA. For rights to use these drawings please contact: renee@unbounddna.com
Recommended
Recommended
More Related Content
Viewers also liked
Viewers also liked (17)
More from Renee Troughton
More from Renee Troughton (17)
Recently uploaded
Recently uploaded (20)
Hr Game Changer - Introduction to Agile
- 1. Agile HR
- 2. Agile Defined “Agility is ultimately about living on the edge, of pushing the envelope, of standing out in a crowd, of being lopsided in a world of conformity” Jim Highsmith “There's still a tendency for some people to look for a list of commandments to use for a project, which is not what agile is about…” Kent Beck “Agile is an umbrella term for a set of values, principles and practices that have been shown to deliver what the customer needs, when they need it and to a high level of quality.” “Build the right thing, build the thing right through continual reflection” ReneeTroughton
- 3. Agile InA Nutshell It could be called anything. It is really just about working smarter It’s an umbrella term It’s a reflective, evolutionary improvement framework
- 4. Who is going Agile? 2015 http://www.versionone.com/pdf/state-of-agile-development-survey-ninth.pdf
- 13. Agile Roles
- 14. Agile Process
- 15. User Stories
- 23. Exercise Let’s xx • xx
- 24. Product backlog Pig Frog Harry Potter Dracula Pink polka dots Unicorn Snake Dobby Stars Stripes White crane Pizza Carrots Brad Angelina Jennifer Rainbow Cow Chicken
- 25. Choose your own adventure Each table is a team • Servant Leader • Product Owner • Puppet Engineers x ?? • QualityAssurance x ?? 1 min
- 27. Product Owner
- 28. Iteration 1 Planning Product Owners - Decide which puppets you are going to build in the first iteration. The first iteration will be 8 minutes long. 1 min
- 29. TheTeam
- 30. Iteration 1 Build your puppets! Build your highest priority puppets and ensure they meet your quality standards. 8 min
- 31. Iteration 1 Showcase Let’s see what your stakeholders think about your puppets. 5 min
- 34. Lean Startup
- 35. Where to start Determine what problem you are trying to solve Understand the type of work – project vs operational/BAU Understand your classes of service Visualise your process flow on theVisual Management Board Add your work to theVisual Management Board Break big problems down Collaborate around the work Continuously improve (and celebrate success) Measure outcomes and learn from them More leadership, less management Doing Agile vs Being Agile
- 37. Going deeper Advanced and skill relevant courses Local meetups A book for almost everything! Videos and podcasts Ask an expert
- 38. Why it is so hard to change? It is difficult to get a man to understand something, when his salary depends on his not understanding it. - Upton Sinclair “ “
- 40. HR functional changes by organisation type Orange Teal Recruitment Interviews by trained HR personnel, focus is on fit with job description Interviews by future colleagues, focus is on fit with organisation and with purpose On boarding Mostly administrative on boarding process Significant training in relational skills and in company culture. Rotation programs to immerse oneself in the organisation Training Training trajectories designed by HR Mostly skill and management training Personal freedom and responsibility for training Critical importance of common training that everybody attends Job titles and job descriptions Every job has a job title and job description No job titles Fluid and granular roles instead of fixed job descriptions Individual purpose (It’s not the organisation’s role to help employees identify their personal calling) Recruitment, training, and appraisals used to explore juncture of individual calling and organisational purpose Flexibility & time commitment - Honest discussion about individual time commitment to work vs. other meaningful commitments in life High degree of flexibility in working hours, as long as commitments are upheld Performance management Focus on individual performance Appraisals established by hierarchical superior Appraisal discussion aims for objective snapshot of past performance Focus on team performance Peer-based processes for individual appraisals Appraisal discussion turned into personal inquiry into one’s learning journey and calling Compensation Decision made by hierarchical superior Individual incentives Meritocratic principles can lead to large salary differences Self-set salaries with peer calibration for base pay No bonuses, but equal profit sharing Narrower salary differences Appointments & promotions Intense jockeying for scarce promotions leads to politics and dysfunctional behaviour Silos: every manager is king of his castle No promotions, but fluid rearrangement of roles based on peer agreement Responsibility to speak up about issues outside of one’s scope of authority Dismissal Boss has authority (with HR approval) to dismiss a subordinate Dismissal mostly a legal and financial process Dismissal last step in mediated conflict resolution mechanism In practice very rare Caring support in turn dismissal into a learning opportunity
- 41. Mainstreaming "All this terminology of rankings - forcing rankings along some distribution curve or whatever - we're done with that," Nanterme said ofAccenture's decision. "We're going to evaluate you in your role, not vis-à-vis someone else who might work inWashington, who might work in Bangalore. It's irrelevant. It should be about you.“ "Employees that do best in performance management systems tend to be the employees that are the most narcissistic and self-promoting. Those aren't necessarily the employees you need to be the best organisation going forward.“ Brian Kropp, the HR practice leader for CEB http://www.smh.com.au/business/workplace-relations/goodbye-rankings-accenture-gives-annual-performance-reviews-the-flick-20150722-gihn7y
- 44. The potential role of HR in the future New ‘ways of working’ transformational coaches Intrinsic motivation Transparency in everything Equality of focus – customer, partner, people, shareholder, community Self structural, self managed On boarding trainers for organisational culture Experts in disagreement mediation through non violent communication Decentralised enablers
- 45. People operations @Google Facilitators not directors of discussions The people who are impacted by the change are the ones the define the change (and explain it) Identify hypotheses and test them