Hr Game Changer - Introduction to Agile

Agile HR

Agile Defined

“Agility is ultimately about living on the edge, of pushing the envelope, of standing out in a crowd, of being lopsided in a world of conformity” Jim Highsmith

“There's still a tendency for some people to look for a list of commandments to use for a project, which is not what agile is about…” Kent Beck

“Agile is an umbrella term for a set of values, principles and practices that have been shown to deliver what the customer needs, when they need it and to a high level of quality.”

“Build the right thing, build the thing right through continual reflection” Renee Troughton

Agile In A Nutshell

It could be called anything. It is really just about working smarter

It’s an umbrella term

It’s a reflective, evolutionary improvement framework

Who is going Agile?

2015 http://www.versionone.com/pdf/state-of-agile-development-survey-ninth.pdf

Why Agile?

2015 http://www.versionone.com/pdf/state-of-agile-development-survey-ninth.pdf

The Agile Iceberg

Doing Agile

Being Agile

Agile Manifesto Values (2001)

Agile Manifesto Values (2001)

Agile Manifesto Values (2001)

Agile Manifesto Values (2001)

What motivates us

https://www.youtube.com/watch?v=avnHUxSVfVMf

Agile Manifesto Principles

Agile Roles

Agile Process

User Stories

15

User Story Breakdown

Iterations (Sprints / Timeboxes)

Iteration Planning (Sprint Planning)

Visual Management

Daily Stand-up (Daily Scrum/ Huddle)

Showcase (Demo / Sprint Review)

Continuous Improvement (Retrospective)

Exe

rcis

e Let’s xx

• xx

Product backlog

Pig Frog Harry Potter Dracula Pink polka dots

Unicorn Snake Dobby Stars Stripes

White crane Pizza Carrots Brad Angelina

Jennifer Rainbow Cow Chicken

Choose your own adventure

Each table is a team

• Servant Leader

• Product Owner

• Puppet Engineers x ??

• Quality Assurance x ??

1 min

Servant Leader (Scrum Master / Iteration Manager)

Product Owner

Iteration 1 Planning

Product Owners - Decide which puppets you are going to build in the first iteration.

The first iteration will be 8 minutes long.

1 min

The Team

Iteration 1 Build your puppets!

Build your highest priority puppets and ensure they meet your quality standards.

8 min

Iteration 1 Showcase

Let’s see what your stakeholders think about your puppets.

5 min

Iteration 1 Retrospective

Measuring throughput It

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Lean Startup

Where to start

Determine what problem you are trying to solve

Understand the type of work – project vs operational/BAU

Understand your classes of service

Visualise your process flow on the Visual Management Board

Add your work to the Visual Management Board

Break big problems down

Collaborate around the work

Continuously improve (and celebrate success)

Measure outcomes and learn from them

More leadership, less management

Doing Agile vs Being Agile

The Agile Framework Family

Going deeper

Advanced and skill relevant courses

Local meetups

A book for almost everything!

Videos and podcasts

Ask an expert

Why it is so hard to change?

It is difficult to get a man to understand

something, when his salary depends on his not understanding it.

- Upton Sinclair

“

“

Types of organisations

HR functional changes by organisation type

Orange Teal

Recruitment Interviews by trained HR personnel, focus is on fit with job description

Interviews by future colleagues, focus is on fit with organisation and with purpose

On boarding Mostly administrative on boarding process Significant training in relational skills and in company culture. Rotation programs to immerse oneself in the organisation

Training Training trajectories designed by HR Mostly skill and management training

Personal freedom and responsibility for training Critical importance of common training that everybody attends

Job titles and job descriptions

Every job has a job title and job description No job titles Fluid and granular roles instead of fixed job descriptions

Individual purpose (It’s not the organisation’s role to help employees identify their personal calling)

Recruitment, training, and appraisals used to explore juncture of individual calling and organisational purpose

Flexibility & time commitment

- Honest discussion about individual time commitment to work vs. other meaningful commitments in life High degree of flexibility in working hours, as long as commitments are upheld

Performance management

Focus on individual performance Appraisals established by hierarchical superior Appraisal discussion aims for objective snapshot of past performance

Focus on team performance Peer-based processes for individual appraisals Appraisal discussion turned into personal inquiry into one’s learning journey and calling

Compensation Decision made by hierarchical superior Individual incentives Meritocratic principles can lead to large salary differences

Self-set salaries with peer calibration for base pay No bonuses, but equal profit sharing Narrower salary differences

Appointments & promotions

Intense jockeying for scarce promotions leads to politics and dysfunctional behaviour Silos: every manager is king of his castle

No promotions, but fluid rearrangement of roles based on peer agreement Responsibility to speak up about issues outside of one’s scope of authority

Dismissal Boss has authority (with HR approval) to dismiss a subordinate Dismissal mostly a legal and financial process

Dismissal last step in mediated conflict resolution mechanism In practice very rare Caring support in turn dismissal into a learning opportunity

Mainstreaming

"All this terminology of rankings - forcing rankings along some distribution curve or whatever - we're done with that," Nanterme said of Accenture's decision. "We're going to evaluate you in your role, not vis-à-vis someone else who might work in Washington, who might work in Bangalore. It's irrelevant. It should be about you.“

"Employees that do best in performance management systems tend to be the employees that are the most narcissistic and self-promoting. Those aren't necessarily the employees you need to be the best organisation going forward.“

Brian Kropp, the HR practice leader for CEB

http://www.smh.com.au/business/workplace-relations/goodbye-rankings-accenture-gives-annual-performance-reviews-the-flick-20150722-gihn7y

Agile is Cultural Shift

Low focus

Medium focus

High focus

Inn

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Peo

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Att

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Ag

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Sta

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(Ru

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http://study.com/academy/lesson/what-is-organizational-culture-definition-characteristics.html

Agile transformations to date

SCALE

HR

Money

Governance

Work

Techniques

Practices

Process

Principles

Values

TEAM ORG

The potential role of HR in the future

New ‘ways of working’ transformational coaches

Intrinsic motivation

Transparency in everything

Equality of focus – customer, partner, people, shareholder, community

Self structural, self managed

On boarding trainers for organisational culture

Experts in disagreement mediation through non violent communication

Decentralised enablers

People operations @ Google

Facilitators not directors of discussions

The people who are impacted by the change are the ones the define the change (and explain it)

Identify hypotheses and test them

Questions?

unbounddna.com Theagile

revolution.com

agileforest.com

[email protected]

@agilerenee

Renee Troughton

leanpub.com/u/reneetroughton

pimpmyboard.com

Enterprise transformation

metamodel.com