Management 3.0 Keynote in Agile tour 2013 Hanoi

Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch

Agile Tour 2013 - Hanoi

Agile Leadership


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Games gives experience

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Observation

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Build projects around mo;vated individuals. Give them the environment and support they need, and trust them to get the job done.

Agile Manifesto – 12 principles


self-‐organizing teams Agile soFware development works because of

Observation

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Self-‐organiza;on is the default behavior

in complex adap;ve systems


Hanoi is a complex adap3ve system (CAS), because it consists of parts (people) that form a

system (city), which shows complex behavior while it keeps adap;ng to a changing environment.


A team is a Complex Adap;ve System (CAD)

Sources : h0p://rafrogblogus.wordpress.com/2012/10/11/inside-‐the-‐nescafe-‐plan-‐in-‐vietnam/

Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch Sources : h0p://rafrogblogus.wordpress.com/2012/10/11/inside-‐the-‐nescafe-‐plan-‐in-‐vietnam/

Managers are ordinary people with special power


Observation

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Median age: total: 28.2 years male: 27.1 years female: 29.2 years (2012 est.)


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Millennial Characteristics

!   They’ve been told they were special their whole lives !   More confident than generations before them !   Team-oriented !   High achieving

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Empower Teams

Energize People

Develop Competence

Align Constraints Grow Structure


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WHY DO WE WORK ?


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The best use of money as a mo;vator is to pay people enough to take the issue of money off the table.

Daniel Pink -‐ Drive: The Surprising Truth About What MoCvates Us


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Intrinsic mo;va;on is the reason people get out of bed in the morning. Since people are the most important parts of an organiza;on, managers must do all they can to keep people ac;ve, crea;ve, and mo;vated. Jurgen Appelo – Management 3.0: Leading Agile Developers, Developing Agile Leaders


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McGregor’s Theory X and Theory Y


Workplace Values

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“Medinilla’s principle of mo3va3on” “Every great product ever created that made a huge difference in the market was created by a highly mo;vated individual or team. As a corollary, never in history, at no place on

earth, a de-‐mo;vated individual or workforce gave birth to a great product” Medinilla, Ángel -‐ Agile Management: Leadership in an Agile Environment


Agile Leadership Principles

!   If your job is to demotivate people don’t do Agile, Agile is has hard than motivate people.

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Empower Teams

Energize People

Develop Competence



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ARE YOU AFRAID LOOSING POWER ?


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By advoca;ng being a ‘lazy’ project manager, I do not intend that we should all do absolutely nothing.[…] mean that we should all adopt a more focused approach to project management and exercise our efforts where it really ma0ers, rather than rushing around like busy, busy bees involving ourselves in unimportant, non-‐cri;cal

ac;vi;es that others can be0er address, or which do not need addressing at all in some cases.

Peter Taylor -‐ The lazy project manager


The four types of trust

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Empowerment is implemen;ng distributed control by delega;ng authority

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Situa;onal Leadership

h0p://en.wikipedia.org/wiki/Situa;onal_leadership_theory

Four different “leadership styles” 1.  Telling 2.  Selling 3.  Par;cipa;ng 4.  Delega;on Work your way to level 4

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1.  Tell: make decision as the manager

2.  Sell: convince people about decision

3.  Consult: get input from team before decision

4.  Agree: make decision together with team

5.  Advise: influence decision made by the team

6.  Inquire: ask feedback after decision by team

7.  Delegate: no influence, let team work it out

The Seven Levels of Authority

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Alexandre Cuva Twi0er: @cuvaalex www.smartlinksa.ch 30

Bring Transparency




!   Be a great lazy manager, empower your teams

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Empower Teams

Energize People

Develop Competence



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Why train employees ?


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Competence development is key when it comes to doing a good job. Teams are only able to achieve their goals if team members are capable enough, and managers must therefore contribute to the development of competence. Jurgen Appelo – Management 3.0: Leading Agile Developers, Developing Agile Leaders




!   Be a great lazy manager, empower your teams !   The only person you keep in your team untrained are the one you would

like they leave.

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Empower Teams

Energize People

Develop Competence



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How can we align teams with the goal of the company ?


goal vision

mission

objective

intent

target

aim

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Everything starts with the purpose of a business Peter F. Druker – Management

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Eliminate numerical goals, quotas and bonuses. W. Edwards Deming – Out of the Crisis

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like they leave. !   Give people clear purpose and defined goal

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Empower Teams

Energize People

Develop Competence



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How can we be Agile in a geographically distributed organiza;on ?


Organiza;onal structures significantly impact how an organiza;on works. Many teams operate within the context of a complex organiza;on, and thus it is important to consider structures that enhance communica;on. Jurgen Appelo – Management 3.0: Leading Agile Developers, Developing Agile Leaders

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Hierarchies are brilliant systems inven;ons […] they reduce the amount of informa;on that any part of the system has to keep track of. Donella Meadows, Thinking in Systems

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The workplace is a network

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like they leave. !   Give people clear purpose and defined goal !   Grow structure as a fractal

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Alexandre Cuva

•  CIO for a Swiss Financial Company

•  Experience with distributed Scrum teams in Vietnam & India

•  Agile Transi;on Coach, Scrum Master, Product Owner

•  Management 3.0 & Cer;fied Scrum Developer Trainer

•  Event speaker

•  ITIL V3

“I coach teams and organizaCon to become highly producCve.”

E-‐mail : [email protected]

h0p://www.slideshare.net/GToronto

Speaker

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Management 3.0 Keynote in Agile tour 2013 Hanoi

Business

chalexandrecuva twi0er

chg twi0er

smartl twi0er

chalexa twi0er

developingagile twi0er

agile leadership agile

agile leadership principles

years male