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Agile Mindset For Executives

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Agile Mindset For Executives. Introduction to Agile Leadership, Values, and Principles.

Veröffentlicht in: Leadership & Management
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Agile Mindset For Executives

  1. 1. www.plays-in-business.com www.Plays-in-Business.com The Agile Imperative An Introduction to Agile For Executives Michael Tarnowski, Plays-In-Business.com Josh Hallett, https://www.flickr.com/photos/hyku/421684654/
  2. 2. www.plays-in-business.com www.Plays-in-Business.com “The world is becoming turbulent faster than companies are becoming resilient” Gary Hamel - HBR The “fog of the future” requires greater focus creating an “execution culture” Donald Sull - London School of Business Volatility is redefining the business environment and today’s “best practices” are completely inadequate Gary Hamel - HBR We now live in a VUCA World that requires leaders and organizations to become more AGILE if they aim to be successful and survive! Why Agile or Business Agility? Speed and Agility Training, https://www.flickr.com/photos/speedandagilitytraining/4440690268/
  3. 3. www.plays-in-business.com www.Plays-in-Business.com The Key To Survival In A Constantly Changing Environment “In times, where chaos, turbulence and rapidly changing business environment has become the «new normal» “ Vision, Understanding, Clarity and Agility is the VUCA Prime.” Bob Johansen, Institute for the Future in Silicon Valley
  4. 4. www.plays-in-business.com www.Plays-in-Business.com When to Apply Agile Speed and Agility Training, https://www.flickr.com/photos/speedandagilitytraining/4440690268/ Waterfall (“Best Practices”) Agile (for anything complicated or complex) Stacey Matrix Issues or decisions are close to certainty when cause and effect linkages can be determined. The vertical axis measures the level of agreement about an issue or decision within the group, team or organization. (Rational Decision Making) (Political Decision Making) (Complex Decision Making) (Disintegration & Anarchy)
  5. 5. www.plays-in-business.com www.Plays-in-Business.com • Shorten Time to Market • Increase Productivity • Improve Alignment with the Business • Improve Predictability Reasons to Adopt Agile Hernán Piñera, https://www.flickr.com/photos/hernanpc/6788702542/
  6. 6. www.plays-in-business.com www.Plays-in-Business.com Agile in a Nut-Shell: Some Benchmarks 2015, http://techbeacon.com/survey-agile-new-norm • an increased visibility, during the project life- cycle; • a better adaptability; • delivering biz value starting with the first iterations; • managing lower and lower risks. Reasons for Agile Adoption Project Success and Failure Rates When should I use Agile/Scrum vs Waterfall? • https://www.linkedin.com/groups/52030/52030-6197093360415551489 • https://hbr.org/2007/11/a-leaders-framework-for-decision-making https://www.versionone.com/agile-101/agile-software-development-benefits/ Benefits of Agile Development
  7. 7. www.plays-in-business.com www.Plays-in-Business.com You can face Agilefrom two perspectives: • creating awesome, innovative products – Product Development …or… • creating high-efficient and performant collaboration between teams– Management, Organizational Design Andy Wells, https://www.flickr.com/photos/31843304@N02/8562583593/sizes/c/
  8. 8. www.plays-in-business.com www.Plays-in-Business.com WARNING: your Life Won’t Be The Same! Kanban Tool, https://www.flickr.com/photos/kanban_tool/20329271933/ All facets of your professional live will be touched: • your personal way to live • your organizational design • your style of management • your style of leadership • your employee development • your customer relationship • … • … • … • … • … Agile Will Turn Your Business Life Upside Down!
  9. 9. www.plays-in-business.com www.Plays-in-Business.com Mapping The Pyramids @gapingvoid, http://www.gapingvoidart.com/gallery/now-vs-future/
  10. 10. www.plays-in-business.com www.Plays-in-Business.com Continuously Delivering Value djkaraok, https://www.flickr.com/photos/djkaraok/12752657623/ Agile is… • People-centric way to create innovative products and solutions • Market-centric model to maximize business value • Demand-Driven model based on lean principles: Continuous Delivery to avoid “waste”/muda
  11. 11. www.plays-in-business.com www.Plays-in-Business.com Product Owner Challenger – Agile Game by Plays-In-Business.com: Agile Game Workshop Demonstrating Agile Adoption http://www.plays-in-business.com/pochallenge-product-owner-challenge-game/ In Agile you do not getwhat you ordered… …you will getwhat you need, instead! Agile in a Nut-Shell: Customer’s Need First!
  12. 12. www.plays-in-business.com www.Plays-in-Business.com Customer Focus & Market Demand: Unshippable = Waste ! http://blog.nongkhaidesign.com/tag/udon-thani/
  13. 13. www.plays-in-business.com www.Plays-in-Business.com Partially Done Has No Value! http://blog.nongkhaidesign.com/tag/udon-thani/ Definition of Done (DoD) consistent acceptance criteria across all User Stories (Requirements). The DoD drives the quality of work and define when a User Story has been completed. It is a simple list of activities (writing code, coding comments, unit testing, integration testing, release notes, design documents, etc.) that add verifiable/ demonstrable value to the product.
  14. 14. www.plays-in-business.com www.Plays-in-Business.com Agile in a Nut-Shell: Adaptive Development Approach Adaptive process: the vision creates feature estimates • Time, Cost, and Quality are Fixed • Features (Requirements) are variable, negotiable with the customer Customer Happiness / Market Demand Create a MVP – Minimal Viable Product, i.e. Minimal Released Product Ship at end of each increment. Create stand-alone solutions – increase value independently. Feedback Loops are appreciated – no risk! You can stop at each phase without loss! – “Pivoting” 1. Shift of Usability Market Disruption New Focus Groups Innovation Ship-It: Biz Value a Ship-It: Biz Value b Ship-It: Biz Value c Ship-It: Biz Value d Ship-It: Biz Value! Time Feature/Requirements Hendrik Kniberg, crisp.se Hendrik Kniberg, crisp.se, 2. Shift of Usability Market Disruption New Focus Groups Innovation 3. Shift of Usability Market Disruption New Focus Groups Innovation
  15. 15. www.plays-in-business.com www.Plays-in-Business.com 1 3 2 4 Idea Build Launch Learn 30 Days 1 Day 1 3 4 Idea Build Launch Learn 2 Agile in a Nut-Shell: Adaptive Development Approach Software in 30 Days: How Agile Managers Beat the Odds, Delight Their Customers, and Leave Competitors in the Dust. Ken Schwaber, Jeff Sutherland
  16. 16. www.plays-in-business.com www.Plays-in-Business.com 5 Day Design Sprint Framework (Jake Knapp, Google Ventures) http://www.gv.com/sprint/, https://zapier.com/blog/google-ventures-design-sprint/ Agile in a Nut-Shell: Adaptive Prototyping Approach 1 3 2 4 5 DaysIdea Build Launch Learn
  17. 17. www.plays-in-business.com www.Plays-in-Business.com Scrum Framework – Pull Principle Product Backlog 24 hrs 1 - 2 weeks Sprint Potentially Shippable Product Sprint Backlog1 2 3 4 5 6 7 8 9 10 Product Backlog Item 11 12 1 2 3 4 5 6 7 8 Product Increment Scrum it's a simple framework to organize in a different way how people perform their work.
  18. 18. www.plays-in-business.com www.Plays-in-Business.com Scrum Framework – Pull Principle No Changes! in Duration or Goal during Sprint 1 2 3 4 5 6 7 8 9 10 Product Backlog Item 11 12 24 hrs 1 - 2 weeks Sprint Potentially Shippable Product Sprint Backlog 1 2 3 4 5 6 7 8 Product Increment 3 Artefacts: Product Backlog, Sprint Backlog, Product Increment 3 Roles: Team, Product Owner, Scrum Master 4 Ceremonies: Sprint Planning, Daily Standup, Sprint Review, Retrospectives The team has complete control over the amount of work it takes on: team is self-organized, it pulls only the tasks they can handle in one sprint! Scrum teams are cross-functional, including the skills (but ideally not the job titles) of software engineers, architects, programmers, analysts, QA experts, testers, UI designers, etc. Product Owner Prioritizes features: Product Backlog Scrum Master Daily Scrum Standup meeting (15 min) Sprint Review Retrospective (after 4-5 sprints) Backlog Refinement Meeting (during each sprint) Sprint Planning Meeting
  19. 19. www.plays-in-business.com www.Plays-in-Business.com blog.crisp.se Scaling Agile – Agile Project Management Scaled Agile Framework – SAFE: http://scaledagileframework.com/ Large Scale Scrum – LeSS: https://less.works/less/framework/index.html Nexus – https://www.scrum.org/Resources/The-Nexus-Guide http://www.cio.com/article/2974436/agile-development/comparing-scaling-agile-frameworks.html Continuous Value Stream(s) Project / Product LevelProduct A Product C Product B SM‘ PO‘ SM‘ PO‘ SM‘ PO‘ Team LevelTeam 01 Team 03 Team 02 Team 04 SM PO SM PO SM PO SM PO Sprint Planning Meeting with all teams (≥120 pls, 2 days, each ≈8 weeks)
  20. 20. www.plays-in-business.com www.Plays-in-Business.com Agile Success = “Smoth” Tool Chain Agile Project Mgt Tools: • Jira, Atlassian.com (DOORS, SAP interf.) • Ralley, CA Software • VersionOne.com • ….. Task / Requirements & Release Planning Task / Requirements & Release Planning Delivery & Deployment „Total Value“ of all implemented requirements in a sprint„How many“ requirements are implemented in a sprint (Velocitity) Reporting & Status Monitoring
  21. 21. www.plays-in-business.com www.Plays-in-Business.com Controlling something, not someone http://www.forbes.com/sites/jurgenappelo/2015/12/30/why-management-is-dead-is-stupid/ Scott Lewis, https://www.flickr.com/photos/99781513@N04/16662111864/ Agile Managers recruit and construct teams, gather and provide feedback, guide career paths, and coach results. They set the Vision clearly, in a way that the team can adopt it as their own.. But, never ever, they command how to do tasks. Trust the people doing the job.
  22. 22. www.plays-in-business.com www.Plays-in-Business.com Traditional Project Manager Micro-management & Bureaucracy: Stop; Wait, Go! Agile Manager vs Project ManagerMetaphor proudly stolen from Dave Sharrock & Martin von Weissenberg (agile42): http://www.agile42.com/en/blog/2016/11/04/scrum-master-vs-project-manager/; Pete Bellis, https://www.flickr.com/photos/video4net/4103124627/
  23. 23. www.plays-in-business.com www.Plays-in-Business.com Agile Manager No central directions to be followed. Instead drivers need to apply a number of rules to their own local position in the junction. Self-organisational teams Agile Manager vs Project ManagerMetaphor proudly stolen from Dave Sharrock & Martin von Weissenberg (agile42): http://www.agile42.com/en/blog/2016/11/04/scrum-master-vs-project-manager/; Andrew Skudder, https://www.flickr.com/photos/skuds/48288551/
  24. 24. www.plays-in-business.com www.Plays-in-Business.com Agile Manager vs Project ManagerMetaphor proudly stolen from Dave Sharrock & Martin von Weissenberg (agile42): http://www.agile42.com/en/blog/2016/11/04/scrum-master-vs-project-manager/; David Skinner, https://www.flickr.com/photos/branestawm/17088955200/; SCALING traditional approach Bureaucracy & Command- n-Control At it‘s best!
  25. 25. www.plays-in-business.com www.Plays-in-Business.com Agile Manager vs Project ManagerMetaphor proudly stolen from Dave Sharrock & Martin von Weissenberg (agile42): http://www.agile42.com/en/blog/2016/11/04/scrum-master-vs-project-manager/; Swindon roundabout, Great Britain, https://www.youtube.com/watch?v=6OGvj7GZSIo SCALING Agile approach Adopt to increasing complexity. And self-organization remains!
  26. 26. www.plays-in-business.com www.Plays-in-Business.com Agile Manager vs Project ManagerMetaphor proudly stolen from Dave Sharrock & Martin von Weissenberg (agile42): http://www.agile42.com/en/blog/2016/11/04/scrum-master-vs-project-manager/; http://60let.com/2015/09/27/accident-prevention-traffic-lights-to-make-safer-roundabouts/ Agile in Waterfall environments Over-Control – SABOTAGILE the agile transformation
  27. 27. www.plays-in-business.com www.Plays-in-Business.com Agile Is A MINDSET Described By 4 VALUES Agile Values Graphic inspired by Ahmed Sidky, ICAgile, Riot Games Defined By 12 PRINCIPLES Manifested In MANY PRACTICES Agile Manifesto 2004, http://agilemanifesto.org/
  28. 28. www.plays-in-business.com www.Plays-in-Business.com Agile Is A MINDSET Defined By 12 PRINCIPLES Satisfy the customer through early and continuous delivery… Welcome changing requirements, even late in development… Deliver working software frequently… Business people and developers must work together… Build projects around motivated individuals…. Face-to-face conversation… Working software is the primary measure of progress. Agile processes promote sustainable development Continuous attention to technical excellence Simplicity – the art of maximizing the amount of work not done… Self-organizing teams…. Team reflects on how to become more effective… Agile Principles Graphic inspired by Ahmed Sidky, ICAgile, Riot Games Agile Manifesto: A set of guiding concepts supporting you in implementing agile projects. http://agilemanifesto.org/principles.html Described By 4 VALUES Individuals and their interactions Delivering working software / products Responding to change Customer collaboration
  29. 29. www.plays-in-business.com www.Plays-in-Business.com Agile Is A MINDSET Agile Practices Graphic inspired by Ahmed Sidky, ICAgile, Riot Games Manifested In MANY PRACTICES Lean Kanban Mindsets Scrum LeSS SAFeNexus Frameworks (Scaling) DSDM TDD FDD BDD Crystal XP Methods
  30. 30. www.plays-in-business.com www.Plays-in-Business.com Agile Values Nina Matthews https://www.flickr.com/photos/21560098@N06/6722653055/sizes/l/ Individuals and Interactions over Processes and Tools Respect for the worth of every person Truth in every communication Transparency of all data, actions, and decisions Trust that each person will support the team Commitment to the team and to the team’s goals Working Software over Comprehensive Documentation Working software is one of the big differences that agile development brings. The “Definition of Done (DoD)” defines “working software”. The DoD also covers the extent of documentation as essential and valuable deliverables. Customer Collaboration over Contract Negotiation Cooperate and collaborate in short feedback loops and direct contact with the customers continuously. Responding to Change over Following a Plan Changes always improve a product; changes provide additional value.
  31. 31. www.plays-in-business.com www.Plays-in-Business.com Agile Values Nina Matthews https://www.flickr.com/photos/21560098@N06/6722653055/sizes/l/ Our highest priority is to satisfy the customer through early and continuous delivery of valuable software. Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage. Business people and developers must work together daily throughout the project. Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done. Working software is the primary measure of progress. Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
  32. 32. www.plays-in-business.com www.Plays-in-Business.com Agile Values Nina Matthews https://www.flickr.com/photos/21560098@N06/6722653055/sizes/l/ Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Continuous attention to technical excellence and good design enhances agility. Simplicity– the art of maximizing the amount of work not done – is essential. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
  33. 33. www.plays-in-business.com www.Plays-in-Business.com Traditional Team & Agile Team Forbes, http://www.forbes.com/sites/stevedenning/2016/09/08/explaining-agile/ AGILE TEAM • Autonomous (self-organized) • Team responsibility – ”blame the team” • No silo-ing – Cross-functional • Much interaction BUREAUCRATIC TEAM • Top Down • Individual responsibilities – ”blame the person” • Trend to “silo-ing”: department boundaries • Little Interaction
  34. 34. www.plays-in-business.com www.Plays-in-Business.com Self-Organizing Teams A group of motivated individuals, who work together toward a goal, have the ability and authority to take decisions and readily adapt to changing demands.
  35. 35. www.plays-in-business.com www.Plays-in-Business.com Self-Organizing Teams DVIDSHUB, https://www.flickr.com/photos/dvids/5546514579/ Essentials of Self-organizing Teams Ownership & Commitment: they pull work for themselves and don't wait for their leader to assign work. Self Management: they manage their work (allocation, reallocation, estimation, re-estimation, delivery, and rework) as a group. Coaching & Mentoring: they require mentoring and coaching, but they don't require "command and control." Communication: they communicate more with each other. Learning: they continuously enhance their own skills and recommend innovative ideas and improvements.
  36. 36. www.plays-in-business.com www.Plays-in-Business.com Self-Organizing Teams U.S. Army, https://www.flickr.com/photos/familymwr/5081186618/ Essentials of Self-organizing Teams Competency: Individuals competent for the job at hand. Result: confidence in their work and no need for direction from above. Collaboration: They work as a team rather than as a group of individuals. Teamwork is encouraged. Motivation: Team members are focused and interested in their work. Trust and respect: Team members trust and respect each other. They believe in collective code ownership and are ready to go the extra mile to help each other resolve issues. No “Blame-Game” . Continuity: The team stay together for a reasonable duration; changing its composition every now and then doesn't help.
  37. 37. www.plays-in-business.com www.Plays-in-Business.com Agile Team Building – Cross Functional Teams Jeremy Keith, https://www.flickr.com/photos/adactio/16214923873/ Cross-Functional Teams • There are the right people (skill set) on the team to do the job. • They are led from within the team, not managed. • They understand their mission. • They communicate and collaborate continuously. • They are accountable for their results. Cross-Functional Teams ≠ Cross- Functional People • cross-functional people do not possess every required skill set • experts in the individual skill sets required who can complement and work well with the rest of the team.
  38. 38. www.plays-in-business.com www.Plays-in-Business.com What Drives People? – 3 Pillars of Intrinsic Motivation! specchio.nero, https://www.flickr.com/photos/65242918@N05/8703538435/, george erws, https://www.flickr.com/photos/erwss/3129884643/, Gene Kogan, https://www.flickr.com/photos/genekogan/15090583026/ Mastery Purpose Autonomy Daniel Pink: Drive. The Surprising Truth What Motivates Us.
  39. 39. www.plays-in-business.com www.Plays-in-Business.com Agile Leadership – No Silos! Rex Hammock, https://www.flickr.com/photos/docsearls/5500714140/ Organisational silos: • Business politics: “Turf-wars” between departments / sites • Organisational Department Boundaries (Matrix- Organisation) • Multiple Tools, or Formats to store Information
  40. 40. www.plays-in-business.com www.Plays-in-Business.com The biggest Threat to Innovation July 2016 Gartner Financial Services Innovation Survey, via @ValaAfshar, pic.twitter.com/CHsF3dyHlD
  41. 41. www.plays-in-business.com www.Plays-in-Business.com Paul Keller, https://www.flickr.com/photos/paulk/5131407407/
  42. 42. www.plays-in-business.com www.Plays-in-Business.com Q: Five birds are sitting on a wire. Four decide to jump off. How many birds are left on the wire? killabodhi, https://www.flickr.com/photos/23200601@N05/2222767202/
  43. 43. www.plays-in-business.com www.Plays-in-Business.com Q: Five birds are sitting on a wire. Four decide to jump off. How many birds are left on the wire? killabodhi, https://www.flickr.com/photos/23200601@N05/2222767202/ A: Five, because deciding and doing are not the same thing.
  44. 44. www.plays-in-business.com www.Plays-in-Business.com Further Readings: Agile SW Development
  45. 45. www.plays-in-business.com www.Plays-in-Business.com Further Readings: Agile / Lean Management
  46. 46. www.plays-in-business.com www.Plays-in-Business.com Twitter: @M_Tarnowski, @PlaysInBusiness Facebook: http://bit.ly/PiB-FB LinkedIn: http://bit.ly/MT-LinkdIn Xing: http://bit.ly/MT-Xing SlideShare: http://bit.ly/MT-SShare Or call me: +49-172-69 152 61 You Enjoyed It? – Drop me a note: info@plays-in-business.com This document may be further distributed free-of-charge in its original, complete form only. Please credit Plays-in-Business.com. All images used are – if not stated otherwise – taken from flickr.com under Common Creative License. Julien GONG Min, https://www.flickr.com/photos/bfishadow/3634884928/

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