agile marina pochinok_1_eng-2
TRANSCRIPT
HR + Agile = ?
M. Pochinok, 2016
Totally new employee experience thanks to agile HR services
Assistance in getting Agile by transforming organizational structure,
culture, management model, and HR processes
HR + Agile =
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Contents
Agile organization Agile organization: differentiators Agile organization: structure Roles in Agile Working in Agile Agile culture Agile implementation Agile HR
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What is Agile?
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No top-down control
Everyone really cares of what they do
A team can initiate leader changeThe amount of salary is
determined by colleagues
Multiple small teams
No personal goals
The amount of salary has nothing to do with the number of
subordinates
No boss
Free communications flow
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Agile
Leading transformation approach
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What is Agile organization?
Results
Agile organization can quickly adapt to ever-changing conditions in a cost-effective way thanks to
• Fast implementation
• Continuous innovation
• Fast hit-and-miss learning
Inside
Every employee does right things in a right way thanks to
• Shared objective
• Self-organization and independence
• Collaboration
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HR roles and tasks
Control
Spee
d
Start-up
Stagnation
Agile
Bureaucratic
Chaos
What is Agile organization?
M. Pochinok, 2016
Agile: Myths and Reality
▪ Universal solution to solve all problems
▪ No documentation and planning
▪ No discipline
▪ Multiple reworking cycles
▪ Disregarding architectureand contradicting its requirements
▪ No testing
▪ Fast and disciplined implementation
▪ Better return on investmentthanks to frequent releases
▪ Iteration product development in small parts from the very beginning
▪ Minimized risks due to fast feedback from end users
▪ Business/IT alignment
Agile: Myths… … and Reality
M. Pochinok, 2016
Agile proved to be more efficient, transparent, high-quality, and cost-effective than traditional approaches
Source: Tenth State of Agile Report 2016 by VersionOne; 1,321 projects in Numetrics software database; examples of customers
-70%
Comparison of Scrum teams and teams using traditional software development
methods in terms of efficiency
Performance
Number of
defects perstandard
requirement
Date slippage
Development cost
+27%
More efficient distributed group management 80
Faster implementation 79
Better software quality 78
Lower project risks 77
Better coordination between business and IT 73
More disciplined design 70
Improved software maintainability 62
Better predictability 81
Better team morale and motivation 81
More transparent projects 84
Improved performance 85
Change management ability 87
Benefits achieved, % of respondents who noticed benefits
-30%
-40%
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Companies have been using Agile for a long time
2000s 2010s1950s
2001 –Agile Manifest
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Agile: it's not a process, it's the way we work
Peopleand interaction
Workingsoftware
Customercollaboration
Responding tochange
Processesand tools
Comprehensivedocumentation
Contractnegotiation
Following an initialplan
over
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What is corporate culture?Our top priority is to meet customer
needs through regular and early value delivery
A team should regularly analyze possible ways to improve efficiency and make relevant adjustments to
its working style
Agile: it's not a process, it's the way we work
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Contents
Agile organization Agile organization: differentiators Agile organization: structure Roles in Agile Working in Agile Agile culture Agile implementation Agile HR
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Traditional approach Agile approach
Top-down functional siloes Bottom-up cross-functional teams and tribes built around client needs
Agile organization: key differentiators*)
……………
Scaling aimed at outcome, 100% efficiency, and focus
Structure
Processes
People
Operations model
*)From McKinsey presentation
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Partial involvement in a project Full involvement in a project
Sprint result (working product) demonstration and key stakeholder feedback collection
Long-term bureaucratized process of getting requirement/result approvals from many customers
Decision making is escalated to management Decision making is delegated to teams
Traditional vs Agile
Many review meetings Regular stand-ups
Task setter hierarchy One task setter: product owner who makes decisions
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Fixed requirements Requirements are updated as feedback is collected
Personal KPI Team KPI
Traditional vs Agile
Non-iterative development Continuous feedback and visible progress
Gantt chart with fixed sequence Scrum board supporting flexible priority management
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Contents
Agile organization Agile organization: differentiators Agile organization: structure Roles in Agile Working in Agile Agile culture Agile implementation Agile HR
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Structure
…………
Tribe is a group of interrelated teams formed around a product (business objective) and responsible for business results
Team is a cross-functional working group of specialists having skills, tools, authorities necessary to create a product
Chapter is a group of specialists competent in the same field
*)From McKinsey presentation
Team 1 Team 2 Team 2 Team N
Chapter 1
Chapter 2
Chapter N
Tribe
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Structure
TRIBEup to 150 personsor up to 1,500 if clusters are used
CLUSTERup to 150 personsoptionally
TEAMup to 10-12 persons
CHAPTERup to 10-12 persons
"If you can't feed a team with two pizzas, it's too large"
"Tribe/cluster size is limited by Dunbar's number, which is the number of people with whom one can maintain stable social relationships and is equal to 125-150"
Jeff Bezos, Amazon CEO
Robin Dunbar, a British anthropologist
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Contents
Agile organization Agile organization: differentiators Agile organization: structure Roles in Agile Working in Agile Agile culture Agile implementation Agile HR
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Roles in Agile
…………
*)From McKinsey presentation
Team 1 Team 2 Team 2 Team N
Chapter 1
Chapter 2
ChapterN
Tribe
Tribe leader Tribe architect Agile coach Product owner Scrum master Chapter leader Team member
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Roles in Agile
*)From McKinsey presentation
…
Team 1
Tribe leader is in charge of product management and achievement of tribe's business objectives
Tribe scrum master is in charge of release management, work synchronization, and process efficiency
Agile coach is in charge of Agile approach development and adoption
Product owner is in charge of releasing a product that meets customer needs
Scrum master is in charge of work process efficiency, collaboration with other teams and business units, and making a team more mature
Chapter leader is a member of one of the teams who is in charge of chapter administrative management and competence development
Team member is a specialist who participates in product creation within the scope of their competence
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Contents
Agile organization Agile organization: differentiators Agile organization: structure Roles in Agile Working in Agile Agile culture Agile implementation Agile HR
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Working in Agile
Super sprint is a tribe work cycle during which new versions of tribe products are created as a result of joint efforts of all teams
Fixed duration: 12 weeksConsists of 6 or 12 sprints of tribe teams depending on a selected cycle (1-week or 2-week sprint)
Sprint is a team work cycle during which a new version of a product is created
May include market research, product analysis, prototyping, development, testing, implementation, and debugging processes or any other processes, depending on the tasks setMust have a specific purpose and is completed by the delivery of a new value for a productFixed duration: 1 week or 2 weeks
TRIBE
TEAMS
Super sprint12 weeks
Sprint 12 weeks
Sprint 22 weeks
Sprint 32 weeks
Sprint 42 weeks
Sprint 52 weeks
Sprint 62 weeks
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Tribe stream
Epic
Feature
Story
Description of customer experience with products or services
Working in Agile
Description of one element of customer experience or service
Example of entire customer experience with products or services
A way to achieve business results in a certain business segment
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Working in Agile
TRIBE
TEAMS
Super sprint12 weeks
Sprint 12 weeks
Sprint 22 weeks
Sprint 32 weeks
Sprint 42 weeks
Sprint 52 weeks
Sprint 62 weeks
Sprint2 weeks
Tue Wed Thu Fri Mon Tue Wed Thu Fri Mon
T2
T3
T1 T4 T5
Daily stand-up
Team backlog update
Sprint planning Demonstration Retrospective
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Working in Agile
*)From McKinsey presentation
Super sprint planning is forming an objective and a backlog for the next super sprint, team planning of backlog implementation and result achievement
Sprint planning is forming sprint objective and backlog
Daily stand-up is a daily meeting to make a day plan and define problems
Backlog update is a meeting to plan the next sprint
Demonstration is a working product demonstration, confirmation of sprint objective achievement, and feedback collection
Retrospective is discussion of factors that hinder effective performance, team work process improvement
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•Agile challenges•How to overcome them•What is the biggest challenge?
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Contents
Agile organization Agile organization: differentiators Agile organization: structure Roles in Agile Working in Agile Agile culture Agile implementation Agile HR
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Culture
ORGANIZATIONAL CHANGES
Flattened structure
Cross-functional teams
High level of trust and authority delegation
New competencies and design thinking
Team goals
Evaluation by peers
Change of HR processes
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T-shaped people
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Culture. Personal qualities
Self-ogranization
Collaboration
Empathy
Acknowledgment of mistakes
Result-focused approach
Continuous self-improvement
Psychological safety
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Culture
CHANGE OF ATTITUDE AND VALUES
• Client-centric approach
• De-bossing
• Team goals over personal ambitions
• Enthusiastic and responsible team members
• Work environment is not politically charged
• Friendly motivating working climate
• Team members are encouraged to try new things and not punished for mistakes
• Engaging in informal communication and immediate feedback
• Free communications flow
• Living in uncertainty is normal
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Culture
SPACE REMODELING
Open space
Team zones
Socializing zones
Dress code
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Agile organization Agile organization: differentiators Agile organization: structure Roles in Agile Working in Agile Agile culture Agile implementation Agile HR
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"Island changes"*)
The rest of the company:
• Continues operating as usual
• New structure is adopted stage-by-stage
• Individual elements of a newculture are implemented throughout the company
Some employees act as a 'bridge' between old and new structures
Pilot business units:
• New flattened structure, small self-managed teams
• Standalone workplaces
• New motivation and outcome measurement principles
• Digital culture
*)M. Rozin
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Potential criteria for an 'island'
• Immediate significant effect for a client• External threat level• Limited group of business customers• Optimal scale
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How to start Agile if you are not 'on the island'
• Constantly ask yourself how the work that you do creates value for a client
• Ask for and create feedback from end client
• Build a cross-functional team to solve tasks
• Minimize formal document flow in favor of a more hands-on approach
• Encourage team members to experiment and prototype any solutions
• Adopt a less hierarchical team structure
• Establish 'organic' feedback
• Introduce visual team task management: Backlog Board and persons in charge. Immediatesignificant effect for a client
• Have regular stand-ups to discuss work progress
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Agile organization Agile organization: differentiators Agile organization: structure Roles in Agile Working in Agile Agile culture Agile implementation Agile HR
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Talent Management Agile Talent Management
Planning for 12 months (from strategies and budgets to development plans)
Planning by quarter
Unstructured appraisal practices / Large-scale and non-dedicated programs
Appraisal practices are unified so that to meet positing groups (according to a job catalog*)
Unique appraisal procedures for each position in a job catalog
No individual development plan for every employee Every employee has their own development plan
Appraisal results are often not connected with company training procedures
Appraisal results are directly connected with company training procedures, including self-learning and trainings
No regular screening of changes in values being appraised
Regular screening of changes in productivity, competence level, and training results of all employees Changes in these values are considered for individual
business units and organizational levels
No single storage for personnel data HRM systems aggregate all information about employees (Success Factors, etc.)
Agile HR
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Talent Management Agile Talent Management
Managers make TM decisions based on their own vision of company developmentORUse benchmarking, i.e. best practices of other companies
TM decisions are based on their company's data
One long-term solution option both for company in general, and individual employees
Several TM solutions options for possible scenarios both for company's high level, and individual employees
No outsourcing Active outsourcing when internal resources are not enough
Agile HR
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Talent Management Agile Talent Management
TM KPIs are either not measured at all, or measured irregularly
Quarterly measured TM KPIs, including: Employee turnover Customer satisfaction Personnel satisfaction, loyalty, and engagement Position filling rate (same development indicators for criteria being
assessed) etc.
Focus of managerial, stable competencies Focus on evaluation and development of qualities that ensure efficiency in innovative environment
Agile HR
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Measurable (Data-driven)
Technology-savvy
Systemic (interrelated set of TM processes)
Medium-term planning (fast hiring, fast replacement)
Evaluation of qualities that ensure
Flexibility and change implementation
Agile HR
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Competencies of managers in Agile Talent Management According to DDI survey:
Implement changes
Being a leader (team building)
Encourage others to participate in mission critical tasks
Manage personnel of various age categories
Encourage creative and innovative ideas of employees