being an agile change agent

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Siddharta Govindaraj ToolsForAgile.com [email protected] @toolsforagile Beyond Agile: Tales of Continuous Improvement http://amzn.to/beyond_agile

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Being successful with agile requires tackling three parts: the process itself, building strong teams, and using better technical practices. Yet, most organisations focus a lot on the process and ignore teams and technical practices. This leads to 1/3 agile. There are a number of reasons why the other two-thirds are difficult -- cultural challenges, and inability to drive change. The presentation looks are three vital skills that agile scrummasters / coaches should focus on, which are they often ignore: leadership, relationship building and influencing. More explanation of the slides is available here - http://toolsforagile.com/blog/archives/1090/one-third-agile-being-change-agent

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Page 1: Being an agile change agent

Siddharta GovindarajToolsForAgile.com

[email protected]@toolsforagile

Beyond Agile: Tales of Continuous Improvement

http://amzn.to/beyond_agile

Page 2: Being an agile change agent

⅓Siddharta GovindarajAgile

Page 3: Being an agile change agent

What does it take to be agile?

Page 4: Being an agile change agent

What does it take to be agile?

Process

Deliver working software frequently, from a couple of weeks to a couple of months, with a

preference to the shorter timescale.

Page 5: Being an agile change agent

What does it take to be agile?

Team

Build projects around motivated

individuals. Give them the

environment and support they

need, and trust them to get the job done.

Page 6: Being an agile change agent

What does it take to be agile?

Technical

Continuous attention to

technical excellence

and good design enhances agility.

Page 7: Being an agile change agent

What stops us?

Page 8: Being an agile change agent

What stops us?

Culture

Self organisation is great in theory, but it wont work in our corporate culture

Page 9: Being an agile change agent

What stops us?

Authority

This is a great idea, and I really want to do it, but

people won't listen and I don't

have the authority to make

this happen

Page 10: Being an agile change agent

What stops us?

Skillset

I believe in motivated, self

organised teams that write

beautiful code, but I don't know how to make it

happen

Page 11: Being an agile change agent

Is this how you want to be remembered?

"She would have done great things, but her organisation didn't allow her"

Page 12: Being an agile change agent

The change agent

THE

SHAPEFUTURE

Page 13: Being an agile change agent

3 Essential Skills

ShowingLeadership

ExertingInfluence

BuildingRelationships

Page 14: Being an agile change agent

Leading without authority

Page 15: Being an agile change agent

Sources of power

"Role power can give you compliance, but relationship power gives commitment"

Page 16: Being an agile change agent

Sources of influence

Personal

SocialStructural

Page 17: Being an agile change agent

Alignment

Page 18: Being an agile change agent

The role of culture

Page 19: Being an agile change agent

Run the pirate ship

Page 20: Being an agile change agent

Networking

Page 21: Being an agile change agent

Power of community

Page 22: Being an agile change agent

What is YOUR vision?

Page 23: Being an agile change agent

YOU can make the difference

Page 24: Being an agile change agent

Siddharta GovindarajToolsForAgile.com

[email protected]@toolsforagile

Beyond Agile: Tales of Continuous Improvement

http://amzn.to/beyond_agile