Agile project management meetup feb 20
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This document summarizes a presentation on leadership and management in an agile world. It discusses how the role of management has changed due to increased business volatility and the need for agility. Traditional management theories are over 100 years old and may not be suited for today's environment where the only constant is change. Agile approaches emphasize collaboration, continuous learning, and empowering self-managed teams. The presentation examines different leadership styles and how to create a culture supportive of agility through practices like sharing power, decentralizing decision-making, coaching teams, and focusing on customer value over compliance.
Agile project management meetup feb 20
- 1. 20th February, 2018 Agile Product and Project Managers Meetup, Melbourne Leadership - the changing role of management in an agile world
- 3. why are we here straw poll
- 4. Change Steven Denning in 2014 in Forbes stated that fifty years ago, the life expectancy of a firm in the Fortune 500 was around 75 years. Today, it's less than 15 years and declining all the time. Aug 18, 2014 http://www.aei.org/publication/fortune-500-firms-in-1955-vs-2014-89-are-gone-and-were-all- better-off-because-of-that-dynamic-creative-destruction/ IN THE LAST 15 YEARS, 52% OF FORTUNE 500 COMPANIES HAVE DISAPPEARED
- 5. Change has changed. Change is exponentially growing, faster than we can absorb it. • Customer expectations (customer is the boss) • Digital disruption • Globalisation - greater competition, borderless companies • Complexity is exploding
- 6. Agility is needed to deal with this new business challenge
- 7. agile not software is eating the world Why Agile Is Eating The World https://www.forbes.com/sites/stevedenning/2018/01/02/why-agile-is-eating-the-world%E2%80%8B%E2%80%8B/#561ea4e24a5b In 2011, Marc Andreessen wrote his famous essay, “Why Software Is Eating the World,” in The Wall Street Journal, leading to the cliché that “every company needs to It turns out that it’s not just software that’s’ eating the world. Firms are learning the hard way that software requires a different way of running the organization to be successful. Firms have to be nimble, adaptable, able to adjust on the fly to meet the shifting whims of a marketplace driven by the customer. This kind of management was—and is—beyond the capabilities of the
- 8. Fundamentally agility is about constantly identifying and clearing the barriers to the flow of information – projects and work is governed by the speed with which ideas flow between minds. From the idea holder to the idea executor.
- 10. Culture eats strategy for breakfast - Peter Drucker
- 11. the ‘role’ of management ●Really kicked started with Frederick Winslow Taylor - scientific management - in the 1880’s ●In a central assumption of scientific management, "the worker was taken for granted as a cog in the machinery”. ●By factoring processes into discrete, unambiguous units, scientific management laid the groundwork for automation and offshoring, prefiguring industrial process control and numerical control ●There is a fluid continuum linking Taylorism all the way through to Six Sigma and Business Process Excellence initiatives ●We can see the legacy of Taylorism at work in the way organisations are functionally structured - to optimise the discrete units and not the whole ●Agile from its origins as software craftsmanship clashes with this outright Source: https://en.wikipedia.org/wiki/Scientific_management
- 12. what should managers do (Peter Drucker, wsj) 1 - set objectives, goals and how to achieve them 5 - develops people 4 - measures via targets and yardsticks, analyses performance 3 - motivates and communicate s via pay, placement and promotion 2 - organises and decomposes work
- 13. traditional management excelled when the economic model required ‘wage slavery’.. firms now require initiative, innovation, commitment, smarts, passion
- 14. deming had a different perspective 14 points on TQM . 7 - adopt and institute leadership 8 - Drive out fear. 9 - Break down barriers between staff areas. 10 - Eliminate slogans, exhortations and targets for the workforce. 11 - Eliminate numerical quotas for the workforce and numerical goals for management. 12 - Remove barriers that rob people of pride of workmanship, and eliminate the annual rating or merit system. 13 - Institute a vigorous program of education and self-improvement for everyone. 14 - Put everybody in the company to work accomplishing the transformation. Adopted by Toyota - The Toyota 5 core principles are: • Customer first • Genchi Genbutsu. We always go to the source to find the facts to make correct decisions and solve issues. • Kaizen. Through continuous improvement and innovation we try to optimise our operations. • Challenge. We meet all challenges with courage and creativity to maintain our long- term vision. • Respect for people.
- 15. Management theory today is over 100 years old. The first college management text book was written in 1911, with the first MBA defined and delivered in 1920 by Harvard Business School. So why have professional managers presided over so many companies failing?
- 16. is management a task and not a role?
- 17. are these all tasks? and not a role? discuss 1 - set objectives, goals and how to achieve them 5 - develops people 4 - measures via targets and yardsticks, analyses performance 3 - motivates and communicate s via pay, placement and promotion 2 - organises and decomposes work
- 18. whats the difference between managing and leading LeadershipManagement pushing change creating pull convincing inspiring need to want to make / drive invite tell co create sell listen
- 19. what does great leadership look like
- 20. describe the best leadership you have seen ●break into groups ●describe the time you worked in a team where someone in a ‘formal’ leaders role, exhibited what you believe is great leadership ●why was that great to you? ●root cause and write up a post it on why ●reform and we will affinity map some of the observations against the precedents
- 21. condition precedents for great leadership to emerge responsibility, mindfulness & growth mindsets learning organisation exhibiting systems thinking purpose, autonomy and mastery (& connectedness) sharing “power” & decentralising decision making leaders as coach
- 22. Scrum Alliance’s Certified Agile Leadership Program 1. Knowledgeable about Agile values, principles, frameworks, practices and processes 2. Increased self-awareness, a growth mindset, & engaging others 3. Aligns and empowers teams toward delivering more customer value 4. Integrates feedback and experiments, and adapts their ways 5. Collaborative continuous-improvement approach to organizational effectiveness 6. Operates effectively amid volatility, uncertainty, complexity, ambiguity and rapid change 7. Catalyses change in others and facilitates organizational change 8. Creates an environment of trust and safety to support the emergence of high performance https://www.scrumalliance.org/ScrumRedesignDEVSite/media/ScrumAllianceMedia/Files%20and %20PDFs/Certifications/Agile%20Leadership/AgileLeadershipLOs.pdf
- 23. What is an Agility Culture? Supportive Leadership Learning Organisation Communication & Collaboration Strive For Quality Embrace Change We work together to deliver value. Delivering value requires teams not individuals Quality is our first priority. We design quality on from the start in everything we do We live in a changing world. We embrace change to deliver what our customers need We learn from every thing we do. The only failure is the failure to learn Our leaders enable the full potential of our people. Leadership is a role not a job title Dave Martin: http://www.dontpanicitsolutions.com.au/index.php
- 25. responsibility process Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom. – Viktor E. Frankl The Keys to Responsibility™, i.e., to unlocking and mastering responsibility, through daily practice are: 1. INTENTION – Intending to respond from Responsibility when things go wrong. 2. AWARENESS – Catching yourself in the mental states of Denial, Lay Blame, Justify, Shame, Obligation, and Quit.
- 26. mindfulness A recent HBR study suggests that mindfulness training produces an improvement in three capacities that are key for successful leadership in the 21st century: • resilience, • the capacity for collaboration, and • the ability to lead in complex conditions. All these are key elements for agile leadership to succeed Mindfulness focused on building out 3 meta capabilities: • Metacognition. This is the ability to choose at crucial times to simply observe what you are thinking, feeling, and sensing. Without metacognition, there is no means of escaping our automatic pilot. • Allowing. This refers to the ability to let what is the case, be the case. Without allowing, our criticism of ourselves and others crushes our ability to observe what is really happening. • Curiosity. This means taking a lively interest in what has shown up in our inner and outer worlds. Without curiosity, we have no impetus for bringing our awareness into the present moment and staying with it.
- 27. neuroscience of leadership ● Cognitive scientists are finding that people’s mental maps, their theories, expectations, and attitudes, play a more central role in human perception than was previously understood ● Change is pain. Organizational change is unexpectedly difficult because it provokes sensations of physiological discomfort. ● Behaviorism doesn’t work. Change efforts based on incentive and threat (the carrot and the stick) rarely succeed in the long run. ● Humanism is overrated. In practice, the conventional empathic approach of connection and persuasion doesn’t sufficiently engage people. ● Focus is power. The act of paying attention creates chemical and physical changes in the brain. ● Expectation shapes reality. People’s preconceptions have a significant impact on what they perceive. ● Attention density shapes identity. Repeated, purposeful, and focused attention can lead to long-lasting personal evolution. Source: https://www.strategy-business.com/article/06207?gko=6da0a; The Neuroscience of Leadership
- 28. what is a growth mindset? Fixed Mindset Growth Mindset Carol Dweck, synthesized in her remarkably insightful Mindset: The New Psychology of Success • A “fixed mindset” assumes that our character, intelligence, and creative ability are static givens which we can’t change in any meaningful way, • Success is the affirmation of that inherent intelligence, an assessment of how those givens measure up against an equally fixed standard • Striving for success and avoiding failure at all costs become a way of maintaining the sense of being smart or skilled • A “growth mindset,” on the other hand, thrives on challenge and sees failure not as evidence of unintelligence but as a heartening springboard for growth and for stretching our existing abilities. Out of these two mindsets, which we manifest from a very early age, springs a great deal of our behaviour, our relationship with success and failure in both professional and personal contexts, and ultimately our capacity for happiness.
- 30. the five disciplines of a learning organisation ●The five disciplines of a "learning organization" are: ●"Personal mastery is a discipline of continually clarifying and deepening our personal vision, of focusing our energies, of developing patience, and of seeing reality objectively.“ ●"Mental models are deeply ingrained assumptions, generalizations, or even pictures of images that influence how we understand the world and how we take action." ●"Building shared vision - a practice of unearthing shared pictures of the future that foster genuine commitment and voluntary enrolment rather than compliance.“ ●"Team learning starts with dialogue, the capacity of members of a team to suspend assumptions and enter into genuine thinking together.“ ●"Systems thinking - The Fifth Discipline that integrates the other four." The Fifth Discipline: The Art and Practice of a Learning Organization; Peter Senge; 1990;
- 33. why do we want commitment over compliance Never doubt that a small group of committed people can change the world. Indeed, it is the only thing that ever has.
- 34. sharing ‘power’ and decentralising decision making https://youtu.be/pYKH2uSax8U
- 35. creating team cultures - what behaviour is accepted
- 36. changing role of leadership Less managing, more leading Host vs Guest leadership Leader-leader versus leader-led Leaders role becomes ‘tending the garden’ Self-directed and self-managed teams
- 37. intent based leadership To be successful you need several key elements in place: – Control - Give control, don’t take control. This is probably the hardest for most leaders since the more stressful times become, the more we try to control the situation. – Competence - Give your team the tools they need to be technically competent. A technically competent team provides the foundation for trust. – Clarity - State the organization’s goals clearly, openly, and honestly. Make sure everyone is working towards the same goals. – Courage - Resist the urge to fall back into the leader-follower model. It is important to continue to trust your team to deliver, even in the face of adversity.
- 38. Decision making The modern age has a need for speed. Delegate decision making - take authority to the work. Requires clear unimpeded flow of information. Less documentation more conversation.
- 39. leader as coach
- 40. encouraging safe working environments ●Project Aristotle - Google. ●humility ●vulnerability
- 42. Credus Executive and Leadership agile training
- 43. Heart of Agile training day for executives and leaders This workout day is replete with modern working theory and high-energy, timed activities that pit people against themselves and their preconceptions of what work actually means, what work is meaningful, and how work happens in their organisations. We draw the learning together and culminate in the running of a Strategic Scenario Planning Exercise, showing you a practical way to draw the elements of Reflection, Collaboration and Delivery to Improve how your teams are working - the four key elements of the Heart of Agile. We also offer to engage in a follow up activity, where people attending take away a specific action that they intend to implement with their teams, and a plan for checking on that action and the outcome it might have created - was it the intended outcome or did something more interesting happen? And what next? Learning Outcomes: What is agile? Why is it different? Why should I care? Collaboration: The Nature of Collaboration - what does it mean, why is it essential, how do we rate it, and how might we measure and improve it Delivery: How does delivery change (agile vis a vis waterfall) Reflection: What is reflection and why don’t we do it more often Improvement: Why do we need to continuously improve Strategic Planning to Execution Scenario The learnings behind the four quadrants will culminate in an intense, sharp real world strategic planning to execution scenario - which allow you to bring your learning to life and provide you some actionable tools to return with to your business and gain immediate benefits. Currently being offered as an open course in conjunction with Tabar and the 1st Agile conference, Feb 27 & 28 2018. We can also tailor this to your companies needs. https://www.1stconf.com/courses/ “Agile has become overly decorated. Let’s scrape away those decorations for a minute, and get back to the centre of agile.” Alistair Cockburn.
- 45. Business Agility - learn fast, fail fast, early feedback DESIGN THINKING AGILELEAN STARTUP LEANDEVOPS Solve the right problem Solve the problem right Realise the value ASAP Continuous improvement, manage flow, remove waste