The key impediments that prevent many organizations from ever realizing the promise of agile and lean aren’t rooted in processes or tools. The impediments stem from the organization’s leaders. Sharing an interdisciplinary overview of the most compelling science and research in the aspects of team performance, Michael DePaoli shows that it is largely ignored. Michael presents a holistic model for building lean/agile teams that combines what science knows enables teams to achieve that elusive state of “flow.” He describes the key external forces—safety for learning, team formation, team tasking, the motivational system, and leadership style—that affect an agile team’s ability to achieve flow. Learn the basics of this model and how Michael is applying it with clients today. Use this model to build your teams and drive agile at scale while evolving the broader organization to harness the promise of agile and lean product development.
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Transcript
AW9 Session 6/5/2013 3:45 PM
"Building Hyper-Productive Agile Teams: Levering What Science
Knows"
Presented by:
Michael DePaoli VersionOne
Brought to you by:
340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com
Michael DePaoli Version One
A contributor to the IT community for twenty-seven years, Michael DePaoli has been practicing agile and lean approaches to software development since 1996. Michael gained his experience working in roles from programmer to product manager to CTO in companies including Adobe Systems, American Express, Sprint, and VersionOne. His area of expertise is helping organizations craft agile transformation approaches that establish agile and lean values, principles, and practices to begin an agile/lean transformation while crafting a strategy for the change needed to successfully scale and integrate agile within an organization. Michael has a keen interest in applying systematic thinking with an interdisciplinary studies approach to his work.
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Building Building Building Building High Performing High Performing High Performing High Performing
2013 Better Software & Agile Development West 2013 Better Software & Agile Development West 2013 Better Software & Agile Development West 2013 Better Software & Agile Development West ConferenceConferenceConferenceConference Las Vegas, NV Las Vegas, NV Las Vegas, NV Las Vegas, NV ---- June 5June 5June 5June 5thththth , 2013, 2013, 2013, 2013
� 26 Years in software industry – roles from developer to CTO, Product Owner, Management Consultant
� Experience gained at American Express, Adobe Systems, AOL, Deloitte Consulting, Sapient and NetApp
� Specializing in helping companies craft strategies for Lean-Agile transformation and context specific tactics leveraging systems & interdisciplinary thinking
With 10 being the IDEAL level of autonomy that would allow you to produce the best set of results and be optimally engaged… Please rate your current level of autonomy:
Task: How much autonomy do you have over your tasks at work; your main responsibilities and what you do in a given day?
Time: How much autonomy do you have over your time at work; when you arrive, leave and how you allocate your hours each day?
Technique : How much autonomy do you have over your technique at work; how you actually perform the main responsibilities of your job?
Team : How much autonomy do you have over your team at work? To what extent are your able to choose the people with whom you typically collaborate?
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
1 2 3 4 5 6 7 8 9 10
Autonomy Audit
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Mastery
“Making progress at something that matters”
Flow
Goal Clarity
Performance Feedback
Mindset
Pain
Asymptote
Three Laws of Mastery
Mastery is a Mindset.
This means:
Mastery is a Pain.
This means:
Mastery is an Asymptote .
This means:
We have to believe we are capable of getting better
(Incremental vs. entity). What people believe shapes what
people achieve.
When we exert effort and grit the work has more meaning.
Mastery involves working and working and showing
perhaps only incremental improvement
While we can never actually achieve it - that fact makes it
more alluring. Mastery is an asymptote because you can
never quite attain it, you will get close but perfection is not
possible to fully attain.
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Mindset is the Key to a High Performing
Lean-Agile Team
Fixed Mindset Growth Mindset
Wants to prove intelligence or talent. Wants to improve intelligence or talent.
Avoids challenges for fear of failure. Engages challenges to improve.
Gives up in the face of tough obstacles. Persists in overcoming obstacles.
Avoids hard labor. Sees labor as the path to success.
Treats criticism as an attack. Treats criticism as an opportunity.
Feels threatened by others’ success. Feels inspired by others’ success.
Adapted from
‘Mindset: The New Psychology of Success’ by Carol Dweck
So Which Do You Want To Be?So Which Do You Want To Be?So Which Do You Want To Be?So Which Do You Want To Be?
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Purpose
“The yearning to do something in service of something larger than