Diese Präsentation wurde erfolgreich gemeldet.
Wir verwenden Ihre LinkedIn Profilangaben und Informationen zu Ihren Aktivitäten, um Anzeigen zu personalisieren und Ihnen relevantere Inhalte anzuzeigen. Sie können Ihre Anzeigeneinstellungen jederzeit ändern.
 
 
 

 
 
 
 
 
 
 
 
 
 
 
 

 
 
 
 
 

 
 
 
 

 
 
 

 
 
 
 
 

 
 
 

 
 
 
 
 
 
 
 
 

 
 
 
 
 
 
 
 

 
 
 
 

퐴퐶퐶(푛)= 푐푠=1 푚 푎푠=1 푡 퐼퐶푆푎푠∗퐼퐴푆푎푠∗푆푂푛푐푠 
 
 

Communication/Collaboration 
Conflict Management/Handling stress 
Dealing with Change/Flexibility 
Decision making/Commitm...
 
 
 
 
 
 
 
 
 
1
Communication/Collaboration 
Conflict Management/Handling stress 
Dealing with Change/Flexibility 
Decision making/Commitm...
1 
2
Communication/Collaboration 
Conflict Management/Handling stress 
Dealing with Change/Flexibility 
Decision making/Commitm...
3
Communication/Collaboration 
Conflict Management/Handling stress 
Dealing with Change/Flexibility 
Decision making/Commitm...
 
 
 
 
4
 
 
 
 
 
 
 
 
 
 
 

Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?
Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?
Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?
Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?
Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?
Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?
Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?
Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?
Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?
Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?
Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?
Nächste SlideShare
Wird geladen in …5
×

Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?

1.744 Aufrufe

Veröffentlicht am

Slides from my talk at Coding Serbia 2014 conference.

Abstract:
Agile Culture Capability Model – can we all be agile in the “same way”?
Offshore, nearshore, outsourcing? “No, I don’t want that, not once again” many IT managers would say… and not without a reason. Plenty of enterprises have already run classical, waterfall projects with the mix of onsite and nearshore or offshore teams. Unfortunately most of them have ended without success. Quite fast a question may arise whether the used methodology was an appropriate one.
The hype of the agile project management has created a naive hope that finally the nearshore and offshore projects can be executed successfully. “Agile is the cure!”. Unfortunately, this naive believe proved to be wrong, and quite often the achieved results of these projects were similarly bad or even worse comparing them to the classical approach.
An agile project, when run onsite, delivers much better results than a similar waterfall project. However we have observed many problems with the effectiveness and efficiency of agile projects if they were run in the combination with nearshore or offshore teams. These problems were clearly associated with the cultural differences between the teams. Interestingly, this negative influence of the cultural differences was definite stronger on agile projects comparing to the waterfall projects… Do other cultural standards than our western ones hamper the acceptance of the agile values and principles? Is the agility something basically western? Can we measure an “agile capability” of a team or individual?
This session focuses on the "Agile Culture Capability Model" (ACCM) that allows delivering answers to these questions. The ACCM model is based on the proven literature about cultural standards and the personal experience collected by the author during his professional career as an IT-Consultant. The author of this talk is Pole who lives and works for many years in Germany together with his Brazilian wife. He has led successfully many agile projects in Germany with the nearshore (Poland, Romania) and offshore (Japan, China, India) teams. He hopes that he ACCM can help you to be successful as well.
Bio:
Adam is a Management Consultant at codecentric AG in Germany with more than fifteen years’ experience helping teams meet challenging project goals. His focus lies on Enterprise Architecture, Agile Software Engineering, and Agile Project Management. During his career, he was involved in various IT projects in Europe and Asia, thus he was able to collect working experience in managing and leading nearshore and offshore IT projects and teams.

Veröffentlicht in: Leadership & Management
  • Gehören Sie zu den Ersten, denen das gefällt!

Agile Culture Capability Model or Can We All Be Agile in the “Same Way”?

  1. 1.    
  2. 2.             
  3. 3.      
  4. 4.     
  5. 5.    
  6. 6.      
  7. 7.    
  8. 8.          
  9. 9.         
  10. 10.     
  11. 11. 퐴퐶퐶(푛)= 푐푠=1 푚 푎푠=1 푡 퐼퐶푆푎푠∗퐼퐴푆푎푠∗푆푂푛푐푠   
  12. 12. Communication/Collaboration Conflict Management/Handling stress Dealing with Change/Flexibility Decision making/Commitment Goal oriented/Value driven Leadership/Diplomacy/Facilitation Teamwork/Teambuilding Thinking/Learning/Problem Solving Time Management/Planning Authority/hierarchy orientation Conflict prevention Emotionality Individualism Objectivism Plan orientation Pragmatism Rules and regulations orientation Self-confidence volatility Status orientation Importance for Agile Culture Capability Germany Poland India Japan Romania Authority/hierarchy orientation Conflict prevention Emotionality Individualism Objectivism Plan orientation Pragmatism Rules and regulations orientation Self-confidence volatility Status orientation Agile Culture Capability 1 퐴퐶퐶(푛)= 푐푠=1 푚 푎푠=1 푡 퐼퐶푆푎푠∗퐼퐴푆푎푠∗푆푂푛푐푠 Influence of culture standards on agile soft-skills Importance of each agile soft-skill for the agile culture capability Strength of occurrence of a certain culture standard
  13. 13.          1
  14. 14. Communication/Collaboration Conflict Management/Handling stress Dealing with Change/Flexibility Decision making/Commitment Goal oriented/Value driven Leadership/Diplomacy/Facilitation Teamwork/Teambuilding Thinking/Learning/Problem Solving Time Management/Planning Authority/hierarchy orientation Conflict prevention Emotionality Individualism Objectivism Plan orientation Pragmatism Rules and regulations orientation Self-confidence volatility Status orientation Importance for Agile Culture Capability Germany Poland India Japan Romania Authority/hierarchy orientation Conflict prevention Emotionality Individualism Objectivism Plan orientation Pragmatism Rules and regulations orientation Self-confidence volatility Status orientation Agile Culture Capability 1 2 퐴퐶퐶(푛)= 푐푠=1 푚 푎푠=1 푡 퐼퐶푆푎푠∗퐼퐴푆푎푠∗푆푂푛푐푠 Influence of culture standards on agile soft-skills Importance of each agile soft-skill for the agile culture capability Strength of occurrence of a certain culture standard
  15. 15. 1 2
  16. 16. Communication/Collaboration Conflict Management/Handling stress Dealing with Change/Flexibility Decision making/Commitment Goal oriented/Value driven Leadership/Diplomacy/Facilitation Teamwork/Teambuilding Thinking/Learning/Problem Solving Time Management/Planning Authority/hierarchy orientation Conflict prevention Emotionality Individualism Objectivism Plan orientation Pragmatism Rules and regulations orientation Self-confidence volatility Status orientation Importance for Agile Culture Capability Germany Poland India Japan Romania Authority/hierarchy orientation Conflict prevention Emotionality Individualism Objectivism Plan orientation Pragmatism Rules and regulations orientation Self-confidence volatility Status orientation Agile Culture Capability 1 2 3 퐴퐶퐶(푛)= 푐푠=1 푚 푎푠=1 푡 퐼퐶푆푎푠∗퐼퐴푆푎푠∗푆푂푛푐푠 Influence of culture standards on agile soft-skills Importance of each agile soft-skill for the agile culture capability Strength of occurrence of a certain culture standard
  17. 17. 3
  18. 18. Communication/Collaboration Conflict Management/Handling stress Dealing with Change/Flexibility Decision making/Commitment Goal oriented/Value driven Leadership/Diplomacy/Facilitation Teamwork/Teambuilding Thinking/Learning/Problem Solving Time Management/Planning Authority/hierarchy orientation Conflict prevention Emotionality Individualism Objectivism Plan orientation Pragmatism Rules and regulations orientation Self-confidence volatility Status orientation Importance for Agile Culture Capability Germany Poland India Japan Romania Authority/hierarchy orientation Conflict prevention Emotionality Individualism Objectivism Plan orientation Pragmatism Rules and regulations orientation Self-confidence volatility Status orientation Agile Culture Capability 1 2 3 퐴퐶퐶(푛)= 푐푠=1 푚 푎푠=1 푡 퐼퐶푆푎푠∗퐼퐴푆푎푠∗푆푂푛푐푠 4 Influence of culture standards on agile soft-skills Importance of each agile soft-skill for the agile culture capability Strength of occurrence of a certain culture standard
  19. 19.     4
  20. 20.       
  21. 21.      

×