1. AGI LE TOUR BRUSSELS2 NOV. 2015
Agile4Hr
Human Relations Over Processes And Tools
2. 2
People don’t have a propensity for LAZINESS,
people have a propensity for HARD WORK,
it just needs to be WORK THAT MATTERS TO THEM.
Jane McGonigal, Reality is Broken
3. 3
DURING AL L THESE YE ARS WE
THOUGHT T HAT THE WORL D
WAS TURNING AROUND US.
NOW THE WORLD IS TURNI NG
THAT FAST THAT WE DO NOT
UNDERSTAND IT ANYMORE .
BA CK OF FICE MANAGE R, SWITZ ERLA ND
7. WeTryToRespondTo
• understand and support agile work and
management
• attract, hire, retain and get the best from agile
people
• create an agile culture of real team work and
innovation
• better manage organisational development and
change
• better manage personal learning and evaluations
• increase speed, performance, results and
satisfaction
7
AGILE IS NOT JUST A METHODOLOGY OR PROCESS, IT'S A MINDSET, A CULTURE, A WORKING COACHING AND
MANAGEMENT APPROACH SUPPORTED BY LEARNABLE TECHNIQUES AND TOOLS.
8. What’sNot
IT ASSUMES THAT THE CORPORATE CULTURE IS CONSTANTLY EVOLVING TAKING INTO ACCOUNT HUMAN INTERACTIONS.
8
NOT A
REVOLUTION
NO T NEW AGE
17. 17
PR O DU CT IVITY E FF IC IEN CE EFFECTI VEN ESS
P RO D UCTI V ITY:
YOU D O A LOT OF WORK, BUT
IS IT THE GOOD WORK?
EFFICIENCE:
YOU DO YOUR WO RK EASILY,
BUT DID I T REAC H THE
MAXIMUM IMPACT?
EFFECTIVENESS:
YO U DO THE RIGH T WO RK AT
THE RIGH T TIME. IS THE
PROC ESS REP EATAB LE?
AGILE
18. 18
PUR POS E
MAST ERY
AUT ONOMY
Purpose = only start the
work with clear purpose
Autonomy = good results
come from autonomous
people
Mastery = mastery through
continuous improvement
Result = it’s by combining
purpose/autonomy/mastery
that you can create a
sustainable value delivering
organisation
SOURCE:
DRIVE »D.PINK
19. 19
PUR POS E
MAST ERY
AUT ONOMY
Outcome
SOURCE:
« DRIVE »D.PINK
RELATEDNESS
SAF E
CONTA INER
COMPE TENCE
MEA NI NG
20. 20
Build
th e right thing
BUI LD
THE THING RI GHT
BUILD IT FAST
MANAG EMENT, B USI NESS DOERS/OPERATI ONS
AGILE CO ACH / HR
Man agem
ent
business
custom ers
users
OPE RATI O
NS
AGILE
COACHES /
HR
21. BEING HUMAN IS THE VARIABLE
IN THE HEART OF E VOLUT ION
EST
22. Let’sMakeATest
•what is an agile manager?
22
•what is an agile software developer?
•what is an agile architect?
23. More…
• what is a French manager?
23
• what is an Italian Software Developer?
• what is a Dutch Architect?
25. Project Management
Scrum
Agile
Over the Fence
Keeping people busy
Phase 1
Project Management
Scrum
Agile
Over the Fence
Keeping people busy
Phase 2
Project Management
Scrum
Agile
Over the Fence
Keeping people busy
Phase 3
Project Management
Scrum
Agile
Over the Fence
Keeping people busy
Phase 4
33. THE CHI CKEN ONLY GI VES
THEIR EGG S
PIGS HAV E TO P UT THEIR F LESH ON TH E
TAB LE
33
34.
35. BA SED ON MARIO MOREI RA’ S WORK
Personas&
Behaviours
01
02
35
36. Pigs
• They are involved, engaged to
the project. In Scrum, it’s the
purpose of the Scrum Team
(Delivery Team, Scrum Master
and Product Owner).
• They are committed to the
work. They are working in a
pigpen with other pigs who
love their work.
• When Agility is well set, they
are all willing to put they
« flesh-on-the-set » each day
because they feel ownership
of the work.
• They are assertive and
accountable for the success of
the project and have a majority
(if not all) of their performance
goals linked directly to the
success of the project and
their specific Agile team.
36
37. • They come and go on the
project.
• While chickens are mostly
helpful, because they are
contributing their eggs, they
don’t always understand the
full context because they are
n o t a d e d i c a t e d t e a m
member.
• So occasionally they may
accidentally contribute a
rotten egg.
• They are not accountable for
the success of the project,
although they may have a
s m a l l p o r t i o n o f t h e i r
performance goals linked to
the success of the project.
Chicken
37
38. Foxes
• They like to stealthily move
into and through the team
seeing who has certain skills
and ideas.
• Then they like to steal not
only resources (Agile team
members) for their own
teams, but they also steal
ideas.
• They are not necessarily
negative, because they are
often so quiet in their
manipulative work.
• They are dedicated to their
own success.
38
39. Seagulls
• They like to fly around the
project and not really
contribute in any manner.
• They enjoy “talking” (mostly
hearing themselves speak)
and pretend they are adding
value, but they are only
annoying the pigs (Agile team
members).
• Often, they like to swoop in
so it can look like they are
involved (and they’ll tell others
this).
• They are often quite negative,
squawk a lot in a “know it all”
manner, and often poop on
people and their ideas.
39
40. Rats
• They are deceiver types who
will use the trust of the team
to gain insight into topics so
they can then “rat” on what is
going on to others.
• Often on Agile teams, they
are really deceivers because
they are really anti-Agile or
just plain negative people.
• T h e y o f t e n k n o w t h e
decisions that are made
based on certain contexts
that the team is in, but will
twist the truth in order to
bring the project down.
• It is important to identify
these deceivers as quickly as
possible and get them off the
team.
40
41. Cats
• They are a lazy type on an
Agile team that really do not
pitch in but instead like to
sleep instead.
• They are almost purposefully
not assertive, have been
used to just “getting by” on
projects for years, and are
not really interested in
feeling ownership of the
work.
• They typically neither
positive nor negative and
simply like to be left alone.
• The other team members
will begin to notice this
behaviour and realise they
are not really interested in
becoming part of the team.
41
42. • They are command-and-
control types who think they
can continue to tell their folks
what to do even though they
are dedicated to their Agile
teams.
• Sometimes referred to as
bullies, they charge right into
the team and attempt to direct
them to their own work and
often deviate the team from
building product functionality.
• Ty p i c a l l y, t h e y a re n o t
interested in the Agile mindset
because they see it as a
challenge to their authority
(technical or managerial) or
don’t really understand or care
about the business benefits of
Agile, but instead want to
maintain their own status.
Bulls
42
43. ShepherdDog
• And finally no farm is
c o m p l e t e w i t h o u t t h e
Shepherd Dog.
• However, on an Agile farm, it
cannot be just any Shepherd
Dog but instead a benevolent
Shepherd Dog who is good
to his animals and ensure the
animals have what they need
to grow and prosper.
• The Agile Animal Shepherd
Dog encourages, inspires,
a n d a l l o w s f o r t e a m
a u t o n o m y a n d s e l f
organisation.
43
44. PLAY A ND WORK I T OUT!
Let’sTryA
Game
01
03
44
46. ‹#›|
WE INCREASE RETURN
ON INVESTMENT BY
MAKING CONTINUOUS
FLOW OF VALUE OUR
FOCUS.
WE DELIVER RELIABLE
RESULTS BY ENGAGING
CUSTOMERS IN
FREQUENT
INTERACTIONS AND
SHARED OWNERSHIP.
WE EXPECT
UNCERTAINTY AND
MANAGE FOR IT
THROUGH ITERATIONS,
ANTICIPATION, AND
ADAPTATION.
WE BOOST
PERFORMANCE THROUGH
GROUP ACCOUNTABILITY
FOR RESULTS AND
SHARED RESPONSIBILITY
FOR TEAM
EFFECTIVENESS.
WE UNLEASH CREATIVITY
AND INNOVATION BY
RECOGNIZING THAT
INDIVIDUALS ARE THE
ULTIMATE SOURCE OF
VALUE, AND CREATING
WE IMPROVE
EFFECTIVENESS AND
RELIABILITY THROUGH
SITUATIONALLY SPECIFIC
STRATEGIES, PROCESSES
AND PRACTICES.
48. CHALLENGE FOR
HR
ALIGNED WITH BUS IN ESS STRAT EG Y
CULTURE
LEA DERSHIP
ORGANISATI ONA L DE VELOPM ENT
CHANGE MANA GE MENT
48
49. What Is Hr?
49
HTTP://E N.WI KIPE DI A.ORG/WI KI/HUMA N_RESO URCE_M ANAGE ME NT
RECRUITMENT
TRAI NI NG
PERFORM AN CE AP P RAISAL
REWAR DING
PAY & B ENEFITS
COLLECTIVE BAR GAI NI NG
GOVERNMENT LAWS
STRATEGIC MANAGEMENT OF THE WORKFORCE
MERGERS & ACQUI SI TION SUPPORT
TALENT MANAG EMENT
SUCCESSI ON PLANNING
INDUSTRI AL & LABOR RELATIONS
DIVERSI TY INCLUSI ON
ORGANISATION PSYCHOLOGY
EMPLOYEE TURNOVER
REG ULATI ON
52. 52
KING
FA RMER
KING RECRUITED
BY GOD THE FAR MER HA S 3 BE EF S
THE KNI GHT WA NT S 2 BEE FS
THE FAR MER KEEP S 1 B EE F
WHE RE SHOULD HE COMP LAIN?
53. 53
JUNIOR
JASON IS A JUNIOR . HE IS VE RY
PA SSI ONAT E A BOUT HIS NE W
JOB. WHERE CAN HE GOT THE
RI GHT INFORMAT ION. HOW LONG
SHOULD IT TA KE ?
54. 54
JAS ON
JASON LOVE T O DANCE . HE ME ET
ELI SA , A SSI STANT OF THE CEO,
AT THE SA LSA COURSE. THE Y
BE COME CLOSE R. T HEY TA LK ALL
THE TI ME A BOUT T HE COMPA NY
DURING THEI R F REE T IME . JASON
HAS NOW MORE I NF OR MAT ION
THA N HI S SUP ERVISOR .
ELSA