Self-organization applied
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"Self-organization applied" describes key elements which enables self-organization. Presented @ ScrumDays Poland 2015.
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Self-organization applied
- 1. Self-organization applied Dawid Pytel Senior Software Development Manager, Kroll Ontrack http://www.AgileManager.pl @DawidPytel Welcome ScrumDays Poland 2015
- 2. 2 They are self-organizing. No one (not even the Scrum Master) tells the Development Team how to turn Product Backlog into Increments of potentially releasable functionality; Scrum Teams are self-organizing and cross-functional. Self-organizing teams choose how best to accomplish their work, rather than being directed by others outside the team Coaching the Development Team in self-organization and cross-functionality; (how Scrum Master serves the Development Team) The Development Team self-organizes to undertake the work in the Sprint Backlog… By the end of the Sprint Planning, the Development Team should be able to explain to the Product Owner and Scrum Master how it intends to work as a self-organizing team to accomplish the Sprint Goal and create the anticipated Increment. Development Team should understand how it intends to work together as a self-organizing team to accomplish the Sprint Goal Self-organization in Scrum Guide
- 3. 3 Self-organization can only be enabled, not enforced We need „Enablers” - key elements of which self-organization is composed, factors which are enabling and strengthening it
- 5. Self-organization is based on individuals who takes the responsibility…
- 7. 7 7 levels of Authority Tell Sell Consult Agree Inquire Delegate Advise
- 8. 8 Self-organization puzzles Connection Missing element… Individuals who takes responsibility
- 10. 10 Self-organization enablers Connection Individuals who takes responsibility Boundaries
- 11. Can we get too far in self-organization?
- 12. 12 Too far Too fast Born Growth Stronger Unbelivable
- 13. Thank you
Hinweis der Redaktion
- 1
- Information: where we are going, where we are, what difference are we making, why it is important, what it will look like when we get there? Goals: works when people in the system use it to evaluate their actions. Every Day. All the time. Should not be connected directly with rewards. They are allowed to change to give a sense of direction. It is not so easy as SMART approach. Example: we will beat our competitors, how you measure that? There should be a mix of goals, also inspired goals are needed. ORG GOALS, TEAM AUTONOMOUS GOALS Purpose: together with goals are vey close related to each other. If goals are wishes to achieve, than purpose is the reason why we want to achieve those goals. Purpose which is all about direction, is something that influences goals. Purpose give a meaning of our actions. DRIVE. Build projects around motivated individuals.
- Empowerment – is implementing distributed control by delegating authority. Where Authority itself is a power to take decisions and responsibility – state of being accountable for any obligation. Authority and responsibility are closely related and they must go hand in hand. Safe environment - need time to form and perform, support of risk taking, not blaming, respect, if we are empowering we are empowering! Feedback – self-organizaing teams need to tune and adjust its behavior at regular intervals. It is also about all needed resources to be cross-functional. However Empowerment is not a binary choice: true false. Someone is empowered or not. Empowerment needs skills. People need to learn about how to be empowered. To help them in that we can implement different levels of authority…
- Tell: You make decisions and announce them to your people. (This is actually not delegation at all.) Sell: You make decisions, but you try to “sell” your idea to your team. It is delegation by informing your people of your motivation. Consult: You invite and weigh input from workers. It is delegation by consulting your people before coming to a decision. Agree: You invite workers to join in a discussion and to reach consensus as a group. Your voice is equal to the others. Advise: You attempt to influence workers by giving them advice, but you leave it up to them to decide what to do with your opinion. Inquire: You let the team decide. And afterwards you inquire about their motivations, or you ask that they actively keep you informed. Delegate: You leave it entirely up to the team to deal with the matter, and you don’t even need to know which decisions they make.
- When we empower people we have to give them clear boundaries of their authority. We put so much attention into giving the authority that we are afraid of setting boundaries. I will use Donald Reinertsen metaphor here… In this situation people have to find out by trial an error what are the boundaries. He call this process: „invisible electric fences”. If eople hit this fences repeatly, it may kill their motivation. Boundaries protect self-organization, Boundaries enables creativity- Haiku.