Giving your organisation an agile boost 2.0
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Giving your organisation an agile boost 2.0
- 1. HELLO GIVE YOUR ORGANISATIONAN AGILE BOOST AGILE IN THE CITY, LONDON // JUNE 2017 LEANNE PAGE, MSL
- 2. BRANDS, PROJECTS & AWARDS @inspiredagile
- 3. UNDERSTANDING WHAT PEOPLE VALUE MOST IN THE AGILE WORLD 5. Shared company direction and vision 8% 2. People 28% 1. Feedback 40% 4. Personal Development 9% 3. Senior Buy-in & Accountability 15% Percentage of people whoâs challenge is getting senior-buy-in on new ways of working, product ideas. Triggering accountability within an organisation. Most ideas start from the ground up and some make it through to the top with a struggle but the ones that do make it are the things the people care about the most. Being around, motivated, collaborative, happy, caring people who can solve problems on a regular basis. 1. Fearless in feeding back to people 2. Giving feedback to employee 3. Creating the space for feedback 4. Feeling comfortable in giving feedback 5. Fast reliable feedback 6. Accepting feedback 7. Communicating passion and really know where we can contribute to people. 9,521 People @inspiredagile People appreciate a clear company vision as this underpins the culture, the kind of people you work with, that are like-minded and are backing a cause or mission. People desire personal development, professionally and interpersonally, through mentors, coachâs, courseâs and on the job training. People have a need to continually learn, our brain love learning and when we donât we become stagnant in our workplaces and possibly unsatisfied.
- 5. Feedback & action Reframing the familiarCulture Design GET IN TUNE WITH YOU & YOUR WORLD Triggering new eyes @inspiredagile
- 8. QUESTION Is who we are being inline with what we are doing? @inspiredagile Think, Discuss and Write What are people already acknowledging you for?
- 9. EXERCISE What does it take to give and receive feedback that enables people to grow? @inspiredagile Think, Discuss and Write
- 10. HOW YOU SAY IT, WHAT YOU SAY & WHO IS SAYING IT Proof Economy of words Honesty Personality Jargon-free Tone @inspiredagile
- 11. EXERCISE How can we become more comfortable with giving and accepting feedback? @inspiredagile Think, Discuss and Write
- 15. EXERCISE Where and when can we put this into action? @inspiredagile
- 16. Add trello board of retros and votes COLLECTING FEEDBACK AND VOTE ON ACTIONS
- 18. WORKING OUT SOLUTIONâS TOGETHER Combine Adapt Modify Eliminate Minify Magnify Rearrange @inspiredagile
- 21. EXERCISE What do you see and hear in your organisation that lines up with your values? How can we build on this, knowing what you know now? @inspiredagile Think, Discuss and Write
- 22. Add trello board of retros and votes RECORDING OBSERVATIONS @inspiredagile
- 24. EXERCISE What culture would you like to help to design? @inspiredagile
- 25. IF THE COMPANY WAS YOURS WHAT WOULD YOU PUT IN PLACE? Leadership Tech tools Alternative Career Paths EntrepreneursFlexibility Culture Please can we add the two points on the right with the dotted lines @inspiredagile
- 28. HOW DID WE DESIGN OUR INTERACTIONS? @inspiredagile
- 31. âą Access to people âą Honesty & Proof âą Upward trajectory âą Show not tell WHAT CONTINUED ACTION STARTS TO DO âą Raiseâs the credibility of peoples feedback âą Creates a shared understanding âą Deeper relationships with peers and people in senior positions as confidence is raised @inspiredagile
- 34. ONE WORD @inspiredagile Think, Discuss and Write
- 36. EXERCISE How will you know you have it? What would this look like? Whoâs involved? What will you notice? What will you be seeing, being and doing? How much time do you need? @inspiredagile Think, Discuss and Write
- 37. 1 Measurement â what will we start to notice? (Predicted) As we gain a more shared understanding of what our expectations are of each other, here are some outcomes and core values we predict weâll see, while going through this exercise. 1. Raise the voice and profile of the delivery team within the business, to ensure everybody getâs what they need, to do things well. 2. When challenged, project managerâs can clearly describe in detail what our approach is in each delivery stream and why we have chosen to do it in this way. 3. The business having a stronger view on who is involved in each element of a delivery stream, from this, 1. we will have a more detailed view of what the AM/PM split could be 2. enable us to be clearer on responsibilities and accountabilities across the business for all delivery streams. 4. To give the content team a holistic and detailed view on what the key touch-points are for each delivery stream.
- 38. 1 Measurement â What we will start to notice? (Predicted) As we gain a more shared understanding of what our expectations are of each other, here are some outcomes and core values we predict weâll see, while going through this exercise. 5. Everyone has a greater sense of what PM's/teams need to do in each stream and what it takes to get the delivery output over the line. 6. Leave each session with a greater sense of how everyone could adapt and support each other in implementing improvements. 7. To discover which parts of the process we are really good at and what parts we are slightly weaker at, which will inform can inform a skill pairing initiative. 8. To inform a collective way of doing our briefings, SOWs, Fee Calcs, timelines, management tools and folder structure. 9. Having process's that anyone can follow and on-board as quickly as possible.
- 39. 1 Measurement â What we will start to notice (predicted) Business Impact â Where heads of departments and CEOâs support is needed to realise this potential impact on the business. 1. Accelerating professional development across the organisation. 2. Slowly breaking down organisational silos and created a shared understanding of who responsible for what 3. Sharing knowledge and building better practice and delivery 4. Hiring and building a better team as we become more clear on what is needed to deliver 5. Have a clearer view on how we can be leaner in delivery 6. Happier and more motivated people, who have fine tuned their discipline.
- 40. EXERCISE What outcomes would you like to see? Create 1 that would make the most difference in your organisation. Remember its not all about the numbers. @inspiredagile
Hinweis der Redaktion
- What you are Doing vs Who you are being People and process, doing what they want â responsibility levels low Being > who are we and what do we stand for and in that context what are your actions, does who you are line up with what you do? What are people acknowledging you for? Take 3 peoples opiions
- This is an access to this â coaching.
- This is an access to this â coaching.
- 1 minute â what did you notice 1 minute â hold the passion you spoke about in your mind, what did you notice?
- Retros, collective voting amongst the team. Performance and appraisals
- Round robin in our groups â use post it notes â 3mins Choose one you would like to work on 10min rounders of a solution
- Re-acurring issues that you really care about solving. If you donât care that much, leave it alone.
- Discuss with partner. > In the context from what you have observed.
- Retros, collective voting amongst the team. Performance and appraisals
- Company vision and action alignment. Getting out there and sitting in peoples head so that they can complain about it Rather an access point to take responsibility and do something about it.
- Being evolvers of our environment We all know that Agile or any change in fact is hard and a challenge to implement and keep going, some times you hit brick walls and we carry on > Why are we doing this?
- We 1st worked towards a hybrid approach, 50:50 methodology that enables responsibility and accountability and allows people the flexibility to d thier jobs well.
- Why we want the new process to enable a strong sense of contribution, we have adopted the parts of agile that enables people to contribute to each other oingoingly.
- > Decisions on what we chose to take on as part of us moving towards agile and moving towards the hybrid approach with the more of the focus of the people and their role in contributing to each other.
- > Gone from waterfall to a Hybrid approach
- What could it be for you?
- So how will you know that we have it? What would this look like? Whoâs involved? What will you notice? What will people be saying a doing?
- Retros, collective voting amongst the team. Performance and appraisals
- So how will you know that we have it? What would this look like? Whoâs involved? What will you notice? What will people be saying a doing?
- So how will you know that we have it? What would this look like? Whoâs involved? What will you notice? What will people be saying a doing?