People, Principles and Pragmatism
•
11 gefällt mir•1,527 views
Keynote from Agile Manchester 2017
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (19)
Ähnlich wie People, Principles and Pragmatism
Ähnlich wie People, Principles and Pragmatism (20)
Mehr von Emily Webber
Mehr von Emily Webber (15)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
People, Principles and Pragmatism
- 1. People, Principles and Pragmatism Agile Manchester 2017 Emily Webber @ewebber emilywebber.co.uk / tacitlondon.com
- 3. @ewebber An alternative to documentation driven, heavyweight software development processes
- 5. 16 years on, what’s changed? @ewebber
- 6. @ewebber How many of you are working in an agile organisation?
- 7. 4,872 agile books results from search of “agile” books on Amazon UK @ewebber
- 8. 438,017 certified scrum masters 5th May 2017 Scrum Alliance Directory @ewebber
- 9. 3,050,505 agile practitioners results for agile on LinkedIn people search @ewebber
- 10. Only 7% of CIOs say Agile has never failed them @ewebber computing.co.uk/ctg/news/3009602/more-than-half-of-cios-have-lost-confidence-in-agile-it-projects
- 19. @ewebber People
- 21. Individuals and interactions over processes and tools @ewebber agilemanifesto.org
- 22. Individuals and interactions over processes and tools @ewebber agilemanifesto.org their *
- 23. * It’s really about the interactions between individuals @ewebber
- 24. @ewebber
- 25. PhotobyJackAmick @ewebber Margaret Heffernan Forget the pecking order at work
- 26. PhotobyJackAmick @ewebber “individually productive chickens only achieved their success by suppressing the productivity of the rest.”
- 27. Photobytom_bullock It’s not about individual superstars @ewebber
- 29. Photobysholt “Human communities can develop a sort of collective intelligence that is greater than the members’ individual intelligence” Alex Pentland Social Physics @ewebber
- 30. @ewebber + + ≠+ IQ IQ IQ IQ IQ
- 31. @ewebber Attributes of smarter teams Social perceptiveness Evenly distributed communication
- 32. Flow of ideas and social learning within teams builds its collective intelligence @ewebber
- 33. The role of diversity in making great teams @ewebber
- 34. @ewebber All male solo female majority male 50/50 majority female solo male All female Team gender composition Meancollectiveintelligence error bars 95% confidence interval -0.5 Average CI 0.5 1.0 1.5 2.0 ProfessorsWoolleyandMaloneetall
- 35. “Homogeneous group are more likely to display a self-serving bias for their group’s performance than racially diverse ones” Apfelbaum, E. P.; Phillips, K. W.; Richeson, J. A. Rethinking the Baseline in Diversity Research: Should We Be Explaining the Effects of Homogeneity? @ewebber Photobygomagoti
- 36. iplayoldgames.tumblr.com/p Group think leads to dysfunctional decision making @ewebber
- 37. @ewebber Insular teams can become echo chambers
- 38. @ewebber Effectivenessofateam Performance Forming Norming Storming Performing Tuckman's model of group development Dorming
- 39. @ewebber Effectivenessofateam Performance Norming Storming Performing Tuckman's model of group development Dorming Forming
- 40. @ewebber
- 41. @ewebber
- 44. Balance the need for team cohesion with the need for new and dissenting opinions @ewebber
- 45. Create chances for people to talk to other people @ewebber Photobyromanaklee
- 46. Build projects around motivated individuals Give them the environment and support they need, and trust them to get the job done @ewebber agilemanifesto.org/principles.html
- 48. @ewebber MANAGEMENT Customers Mgmt Employees working with customers All other employees
- 49. @ewebber UPSIDE DOWN MANAGEMENT Customers Mgmt Employeesworking withcustomers Allother employees
- 50. @ewebber THE TIMPSON RULES 1. Look the part and put the money in the till 2. You can do anything else to best serve customers
- 51. 1. Look the part and put the money in the till 2. You can do anything else to best serve customers • You can spend up to £500 to settle a customer complaint (without management authorisation) • Charge whatever you like – the price list is a guide only @ewebber THE TIMPSON RULES
- 52. @ewebber
- 53. @ewebber PhotobyRufino “All Timpson colleagues get their Birthday off. We believe that nobody should have to work on their Birthday!” timpson.co.uk/about/careers-at- timpson
- 54. PhotobyJonathan “Standards should not be forced down from above but rather set by the production workers themselves.” Taiichi Ohno @ewebber
- 55. What does an empowered team look like? @ewebber
- 56. Empowerment through • open communication • chances to improve (idea flow and social learning) • safe to experiment • clear direction • responsibility for decisions and actions @ewebber
- 57. @ewebber • It’s about interactions • diversity makes things better • teams need to be trusted People
- 59. Photobysholt Dogmatism the tendency to lay down principles as undeniably true, without consideration of evidence or the opinions of others. @ewebber PhotobAnjaPietsch
- 61. @ewebber everything is awesome where we started Now
- 62. @ewebber Some people just like the status quo
- 63. Five reasons why people resist change @ewebber
- 64. Photobysholt “Uncertainty can cause more stress than inevitable pain” ucl.ac.uk/news/news-articles/ 0316/290316-uncertainty- stress @ewebber PhotobyJethroTaylor
- 65. Small steps to get into the habit of changing (it gets easier) @ewebber
- 66. Photobysholt They have learnt that things can’t change (Learned helplessness) @ewebber Photobysholt
- 67. PhotobyAlexeyIvanov Create a safe to experiment environment @ewebber
- 69. Photobysholt Make it easy for people to learn what they need to know @ewebber
- 70. Photobysholt Telling people to change is not same as them wanting to change @ewebber PhotobyAnne
- 75. People need to want to change @ewebber
- 81. Don’t tell people to change, talk about the benefits @ewebber
- 82. Photobysholt They have been through so much change already (and nothing has changed) @ewebber
- 83. @ewebber Don’t give too many different messages
- 84. (and don’t mention the “a” word) @ewebber
- 85. @ewebber Remember change is hard
- 88. Avoid Chaos (unless you need a revolution) @ewebber
- 89. @ewebber • be sensitive that change is hard • don’t create a revolution unless you need one • balance aspiration and pragmatism Pragmatism
- 90. The goal isn’t to do agile (the goal is to make great products and services) @ewebber
- 91. @ewebber
- 92. Thank you Emily Webber @ewebber emilywebber.co.uk / tacitlondon.com