External Presentation Template - Building Business … · documentation and project schedule ... Participate in UAT sessions and defect review. Release Management, ... External Presentation

Leadership AgilityPrepare yourself for a new approach to leadership

#TechAtLiberty

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Your Speakers Today…

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73rd 800 OFFICES

4,000+

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Leadership

• To guide or direct

• To serve• To go

Agility

• To move• To be

graceful

Today’s discussion…

Goals of Presentation

• Help you understand it will be different as managers

• Once through the process, it will be better / more effective

• Lower your fear and concerns about agile change

• Ideas and tools to help implement some of the processes

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The classic view of management…

Planning

Organizing

Leading

Controlling

Four Functions of Management

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How we (used to) get work done…

Scope(Idea /

Inception)

Business Requirements

(BRS)(Inception)

Technical Requirements (Elaboration)

Development(Construction)

Testing(Q/A & UAT)

Deployment(Transition)

Assist in scope definition, documentation and project schedule construction with Project Manager.

Owns and manages gathering, soliciting , documenting and verifying business requirements. These should include business cases, acceptance criteria, process flows, etc.

Advises and Informs on business requirements, process flow, etc. Attends design sessions and contributes to knowledge transfer to SA. Signs-off on solution specifications, ensuring stakeholder awareness, understanding, and agreement.

Represents the business interests and provides clarification on acceptance criteria and other detailed requirements.

Represents the business interests and provides clarification on acceptance criteria and other detailed requirements. Review test cases for alignment with requirements. Participate in UAT sessions and defect review.

Release Management, Training &

Communications

Aid in deployment communications, gap analysis, work-arounds and training sessions.

Provide on-going information and feedback to training plans, communication plans, and materials.

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And then this happened…

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Our Agile roadmap so far…

2016 2017 2018

Large Scale SAFe Pilot

Agile Transition Office Formed

Investment Themes

Organizational Design

New Jobs / Roles

Wave 1 Wave 2 Wave 4Wave 3 Wave 5

A New CultureForms

DAD

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It’s not just changes to how software is developed…

Leadership Agility

Cloud Computing and Security

Artificial Intelligence

Employee Expectations

Speed to Market

Product Distribution Channel Evolution

New Risk Categories (Driverless Cars and Trucks)

New Technologies (Block Chain)

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Pause and Reflect

Our evolution towards an agile framework; with it’s new ceremonies, new tools, new values, new terminology, new roles, and new responsibilities, has caused us to pause and reflect.

And what we realized, is that we have to look at management and leadership in an entirely new light.

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How have we applied leadership agility…

CultureResource Role Changes

Give Control

Re-Skilling

Agile Coaching Performance Reviews

TalentSelection

Recognition & Rewards

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Resource

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Culture

Beliefs

Behaviors

ValuesCulture

Waterfall Agile

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Role Changes

Current AssociateP.O.

ProductOwner

Sr. Product Owner

ScrumMaster

Developer Team Member

Business Analyst X X X X

Systems Analyst X X X

Developer XUAT/QA X X

Manager

Technical Capabilities Manager

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Role Changes

Big ChangesBrainpower Faster

Engagement BetterPassion LighterEnergy Questions

Commitment ThinkingGrit Defend

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Give Control

Provide Clarity

Develop Competence

Achieve Greatness

Give Control – Job Crafting

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Innoversity Presents

In Association with Cox-O’Brien Moving Pictures

Achieving Greatness

https://youtu.be/OqmdLcyES_Q

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Re-SkillingT-Skills

Soft Leadership CoachingTeam Dynamics

Go-4-Code

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Agile

Agile Transition Office Human Resources

Mentors / Shadowing Manager TransitionIndustry Resources

Portfolio Management Go & SeeBusiness

Drivers IT Strategy

Coaches TerminologyUn-conference New Tools MVP Libraries

Agile – All In

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CoachingTools and CeremoniesTeam NOT Individual

PoliticsDisagreement

Strong Personalities

Negotiation

Trusting OthersRelease Control

EncouragementTeam Development

Leadership

Rewards

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Performance Reviews

• Continual• TEAM Support and Success• Must look at individual impact

to the team

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TalentSelection

Interview Tools Retraining Recruiters Criteria Team Involvement Purists versus Realists Soft Skills

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• Acknowledgement, • Identification, • Provide Credit, • Appreciation, • Value, • Honor, • Attention, • Success.

Recognition & Rewards

Recognition - Individual verses the Agile Team

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Personal Recognition

Timing – Make sure the recognition is timely o Give recognition as soon as possible after good

performance takes place! Target / Specify – Make sure to tell the individual exactly what they

are being recognized foro Be specific and target the message you are giving the

recognition. Reinforce the good behavior you saw Sincerity / Transparency – Be totally transparent and sincere when

presenting the recognition.o Remember insincere praise is usually worse than none at

all. Practice speaking from the heart. Make sure it is personable.

Personal – Ensure you give the “right” recognition for the individual. o Target the individual and not the general team. Personalize

the delivery.o Remember it does not need to be expensive but memorable.

Proportional – Is the recognition appropriate for the achievement?o Align the right award for the results of the effort.

Memorable – Will the employee remember this in the future or just another item?

o It does not need to be expensive.

Agile/core principle behaviors – Did the employee reinforce the importance of living and demonstrating the core principles we want demonstrated

Team Recognition – Who, Why, When, What

(Who) You need to make all employees eligible for the recognition. Never exclude any employee or group of employees.

(Why) The recognition must supply the employer and employee with specific information about what behaviors or actions are being rewarded and recognized. The more clearly you design and communicate the criteria for eligibility for the award, the easier it is for employees to perform accordingly.

(When) The recognition should occur as close to the performance of the actions as possible, so the recognition reinforces the behavior the employer wants to encourage.

(What) Tie to the employee’s perception of value – people know when they’re valued, and they should have a good idea of their value to the organization. Monetary rewards can skew this notion of value, linking it to cash when it should be linked to appreciation of extra effort and smarts. Money is appropriate much of the time, but it’s not the only – or even the most effective – motivator.

Rec

ogni

tion

Che

cklis

t

It’s all about making the employee feel valued, special and wanting to replicate the action

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What’s happening with you…

CultureResource Role Changes

Give Control

Re-Skilling

Agile Coaching Performance Reviews

TalentSelection

Recognition & Rewards

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Thank you and we hope you enjoy the conference!