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• Rewards: Money vs Mastery, Autonomy, Purpose. Gaming.
1: Plans can’t guarantee success …
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• Identify desired outcomes • Identify relevant metrics • Create a forecasting discipline • Embrace objectivity • Evolve metrics over time
…therefore, measure economic progress
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Measure Economic Progress
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• Coherent mission, vision and goals • Handful of evolving metrics • Learn from both failure and success • Forecast better
Are we agile now?
Result (measure economic progress)
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• Complacency lulls us • Loss of control scares us • Can easily measure operational work • Uncertainty confuses
2: Reacting is not enough to succeed…
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• Improvement experiments (Retrospection) • Evolution vs Revolution: greedy vs optimal • Brainstorm • Test a hypothesis! • Control the experiment! • Beware controlling variability (and creativity)
… therefore, adaptively experiment
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• Assemble economic progress history • Validate hypothesis of the last experiment • Brainstorm and identify process changes • Hypothesize how new process affects metrics • Commit to process rules for the next experiment
What does the ScrumMaster do in Scrum?
Scrum Retrospection Redefined
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Experiment for Improvement
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• Hyperproductive teams [jako2009] • Organizations “disrupt themselves”
• Most valuable now: creative time and attention • 7 ± 2 maximum ordered concepts • Late day decisions suck • Lack of sleep degrades creativity • Interruptions degrade creativity
Cognition
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• ≤ 7 items in Sprint Backlogs • Geometric Product Backlogs • Inbox Zero • Collaborative focus • Value Stream Optimization • Incremental work
…therefore, limit work-in-process
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Limit work-in-process
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• Rapidly deliver small increments of value • Possibility of rapid feedback • Cancellable work (sunk cost is low) • Learn faster than chaotic economy changes
Are we agile?
Result (Limit WIP)
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• No problem claiming responsibility for success • Insufficient agency limits responsibility • Persistence is a function of self-perception,
not objective agency • Deny→Blame→Justify→Guilt→Obligation→Quit →Responsibility
• People can learn new skills
4: People create delay by avoiding responsibility…
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• Provide autonomy, understanding, authority • Information radiators
• Teach the Responsibility Process • Tit-for-Tat trust building • Collaborative root cause mapping • Redefine accountable: knows what’s happening
…therefore, embrace collective responsibility
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Collective Responsibility
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• Collaborative problem solving • Increased teaching and learning • Greater elasticity