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SCRUM AND AGILE NETWORK IN MANAGING PEOPLE 26th & 27th November 2019
Gayathiri JeyabalanIverson Associates Sdn Bhd
THE BIRTH OF AGILE - SCRUM• History of Agile• Agile Manifesto & Principles• SCRUM Principles• Agile Scrum Framework
26th November 2019
ACHIEVING AGILE MINDSET• Agile Mindset Transformation• Industry Era & Knowledge Era• Agile Culture Adoption
AGILE FOR PEOPLE & ORGANIZATION
• Agile Organizational Matrix• Agile Communication Flow• Towards Modern Agile
AGENDA
TOPIC 1
TOPIC 2
TOPIC 3
Q & A Session
THE BIRTH OF AGILE - SCRUM
THE BIRTH OF AGILE - SCRUM
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• Group of IT Professionals• Snowbird, Utah, in 2001 • Discuss a better way to work • Frustrated with the traditional model (Waterfall)• Improve IT development and implementation• The Agile Manifesto was born
History of Agile
THE BIRTH OF AGILE - SCRUM
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History of Agile
THE BIRTH OF AGILE - SCRUM
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History of Agile
• Stakeholder Changes Their Mind• Regulatory Change• Poorly Defined Requirements• Change in Sponsorship• Business Strategy Change• Updated Technology
REASONS FOR PLAN TO CHANGE
THE BIRTH OF AGILE - SCRUM
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EFFECTS
Marketplace ConditionBusiness Needs
Life Balance
EFFECTSEFFECTSEFFECTS
History of Agile
Communication
Timeline
Approvals & Documentation
Backlogs
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Agile Manifesto THE BIRTH OF AGILE - SCRUM
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Agile Principles THE BIRTH OF AGILE - SCRUM
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Agile Principles THE BIRTH OF AGILE - SCRUM
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Core Agile Values THE BIRTH OF AGILE - SCRUM
In 1994 author Jim Collins and Jerry Porras wrote Built to Last, a book based on their research that
set out to answer the question,
"What makes the truly exceptional companies different from the other companies?"
Agility is more attitude than process, more environment than methodology
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Core Agile Values THE BIRTH OF AGILE - SCRUM
Therefore, user needs must be teased out a little bit at a time with human-intensive interactions, lightweight flexible process
and product technologies, and near-term, time-based sense-and-response probes
Agile methods realize 70% to 80% customer needs are hidden, tacit, and inexpressible
- The History, Evolution and Emergence of Agile Project Management Frameworksby Dr. David F. Rico, PMP, ACP, CSM
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Agile Umbrella THE BIRTH OF AGILE - SCRUM
(Extreme Programming)
(Dynamic System Development Method)
(Feature-Driven Development)
(Rational Unified Process)
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Agile Methodologies Used THE BIRTH OF AGILE - SCRUM
Scrum and Scrum/XP Hybrid (64%) continue to
be the most common agile methodologies
used by respondents’ organizations
- 13th Annual State of Agile Report (COLLABNET VERSIONONE)
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SCRUM Principles THE BIRTH OF AGILE - SCRUM
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Pillars of SCRUM THE BIRTH OF AGILE - SCRUM
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SCRUM Values THE BIRTH OF AGILE - SCRUM
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SCRUM Ceremonies - Activities THE BIRTH OF AGILE - SCRUM
• Emphasis on People• Minimal Documentation• Low Upfront Planning• Prioritization (Business Value)• Customer Centric• Self Organized• Decentralized Management• Collaborative• ROI - Early / Throughout
• Emphasis on Processes• Heavy Documentation• High Upfront Planning• Fixed Project Plan• Process Centric• Managed• Centralized Management• Command & Control• ROI – Varies by Stages
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SCRUM Role - Product Owner THE BIRTH OF AGILE - SCRUM
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SCRUM Role - Agile Scrum Master / Coach THE BIRTH OF AGILE - SCRUM
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SCRUM Role - Development Team THE BIRTH OF AGILE - SCRUM
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AGILE - SCRUM Framework THE BIRTH OF AGILE - SCRUM
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SCRUM Ceremonies - Activities THE BIRTH OF AGILE - SCRUM
ACHIEVING AGILE MINDSET
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Definition of Agile Mindset ACHIEVING AGILE MINDSET
Collaboration Respect
• An agile mindset is the set of attitudes supporting anagile working environment
• These include respect, collaboration, improvement andlearning cycles, pride in ownership, focus on deliveringvalue, and the ability to adapt to change
• This mindset is necessary to cultivate high-performingteams, who in turn deliver amazing value for theircustomers
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ACHIEVING AGILE MINDSET
Collaboration
Respect
Improvement
Trust
Respond to Change
• Productivity• Quality• Quick Delivery
Definition of Agile Mindset
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Transformation Towards Agile Mindset ACHIEVING AGILE MINDSET
“We can’t be afraid of change. You may feel very secure in the
pond that you are in, but if you never venture out of it, you will
never know that there is such a thing as an ocean, a sea.
Holding onto something that is good for you now, may be the
very reason why you don’t have something better.”
—C. JOYBELL C.(a leading female thinker and writer in our world today, a mentor to many modern-day leaders)
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Transformation Towards Agile Mindset ACHIEVING AGILE MINDSET
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Transformation Towards Agile Mindset ACHIEVING AGILE MINDSET
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Doing Versus Being Agile ACHIEVING AGILE MINDSET
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Agile Adoption & Transformation ACHIEVING AGILE MINDSET
• Behaviors are what drive companies, which is why this isan important distinction when assessing the overall“character” of an organization
• An Agile model mindset shift from Theory X to Theory Y
• That mindset shift is critical to enhancing the human sideof the enterprise
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Acceptance Towards Agile Mindset ACHIEVING AGILE MINDSET
• Achieve results• Open to ideas of others• Share information and ideas• Support contribution of others
• No clear vision• Confused over suggestions • Not firm with decisions• Not a supporter / resistor
• Dislike work• Must be forced / directed• Zero team commitment• No fear of warning / dismissal
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Agile Mindset & McGregor’s Theory ACHIEVING AGILE MINDSET
People dislike work
People must be forced or bribed
People prefer to be directed
Motivated mainly by money
People fear job security
People have very little creativity
People have interest to work
People work toward a target
People will accept responsibility
People are motivated
People realize their own potential
People enjoy their work
X THEORY Y THEORYMindset
Transformation
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Transforming Mindsets Using Agile ACHIEVING AGILE MINDSET
SPRINT 1
Agile Scrum way to transform NEUTRAL & RESISTOR to become SUPPORTERS
PRODUCT BACKLOG
HIGH
MEDIUM
LOW
PR
IOR
ITY
SPRINT 1 GOAL
SPRINT PLANNING
SPRINT REVIEW
SPR
INT
RET
RO
SPEC
TIV
E WENT WELL?
WENT WRONG?
CounselingMotivationCoaching
GROOMING+
SPRINT 2
SPRINT PLANNING
CounselingMotivationCoaching
SPRINT REVIEW
SPR
INT
RET
RO
SPEC
TIV
E WENT WELL?
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Agile Culture Adoption ACHIEVING AGILE MINDSET
• Agility is a discipline that is a little difficult to master
• A pre-evaluation of Agile suitability must be conducted to ensure that it is a right choice
• Various parameters must be considered prior to the transition to Agile
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Agile Culture Adoption ACHIEVING AGILE MINDSET
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Agile Culture Adoption ACHIEVING AGILE MINDSET
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Agile Culture Adoption & Transformation ACHIEVING AGILE MINDSET
SPEED OF CHANGE
PLANNING TIMEFRAME
PRODUCTIVITY GAIN
ORG STRUCTURE CHANGE
CHANGE IN CULTURE
Quick
Temporary or Short Term
100%
Little or None
Localized If At All
Slow
Long Term
300%
Significant
Widespread Impact
AGILE ADOPTION
AGILE TRANSFORMATION
AGILE FOR PEOPLE & ORGANIZATION
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Organizational Matrix - Traditional AGILE FOR PEOPLE
• Hierarchies utilize a one-way, top-down, silo approach
• There’s little communication or collaboration betweendepartments and the various parts of the organization
• Decisions are made at the top and implemented all theway down the chain of command
• There is no discussion or consideration for how thosedecisions will impact team members or clients
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Organizational Matrix - Traditional AGILE FOR PEOPLE
• Not suitable for Agile approach• Centralized management• Emphasis on process• Micromanagement• Process Centric• Plan Conformity • Command• Control
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Agile Organizational Matrix - Flat MODERN AGILE FOR PEOPLE
• Employees have decision-making mandates• Suitable for Agile approach• Manager-less• Adapts oddballs of the world• Represent true networks • Collaboration • Equality
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Agile Communication Flow AGILE FOR PEOPLE
• Communication flow cannot be dictated by an organization’spredetermined structure, because it cannot be controlled
• An organization can be structured a certain way on paper but,in real life, communication flows like a network
• People will always talk and share ideas with each other,regardless of the managerial structure
• Communication has no regard for hierarchy
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Traditional Organization - Communication Flow AGILE FOR PEOPLE
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Flat Organizational – Communication Flow AGILE FOR PEOPLE
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Towards Modern Agile AGILE FOR PEOPLE
Values
Behaviors
Standards
Methods
Systems
CULTURE STRUCTURE
Vision
If a fit between the culture, FAILS, people will experience confusion around what was said and what was done
Success
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Towards Modern Agile AGILE FOR PEOPLE
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Towards Modern Agile AGILE FOR PEOPLE
• Organizations today will not be successful in a futurewhere we will need empowered co-workers withanother mindset and decision-making possibilityinstead of micro-managing
• Organizational culture and structures need to bedesigned to meet future challenges in a balancedmanner where they support instead of contradict eachother, which would trigger confusion among people
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Towards Modern Agile MODERN AGILE FOR PEOPLE
• "People" is at the core of agile andthe value system it represents
• It's people who have the power andthe ability and responsibility tochange companies into engagingand purposeful places where co-workers can be happy and performwithin given frames and goals
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Towards Modern Agile AGILE FOR PEOPLE
• As the original Agile Manifesto, was very much aligned tosoftware, Agile experts and specialist believe sameprinciples can be woven into an entire organization andat the same time it fails to consider the entire ecosystemof projects, people and organization
• The manifesto should encourage ongoingexperimentation as well as foster a healthy and vibrantwork environment
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Towards Modern Agile AGILE FOR PEOPLE
• At the end goal of any organization should always be todeliver value continuously, not just as it relates tosoftware
• The new pillars are better suited to organizations as awhole and more specific to today’s challenges and areinclusively exhibits in the MODERN AGILE MANIFESTO
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Towards Modern Agile AGILE FOR PEOPLE
Individuals and Interactions Over Processes and ToolsWorking Software Over Comprehensive Documentation
Customer Collaboration Over Contract NegotiationResponding to Change Over Following a Plan
MAKING PEOPLE
AWESOME
MAKING SAFETY
A PREREQUISTE
EXPERIMENT AND LEARN
RAPIDLY
DELIVERING VALUE
CONTINUOUSLY
Q & A Session
SEE YOU ALL TOMORROW…HAVE A BLESSED EVENING…THANK YOU…
SCRUM AND AGILE NETWORK IN MANAGING PEOPLE 26th & 27th November 2019
Gayathiri JeyabalanIverson Associates Sdn Bhd
MODERN AGILE• Modern Agile Transformation• Self Organization• Modern Agile Principles• Modern Agile Attributes
27th November 2019
AGILE PERFORMANCE • Agile Performance Pillars• Agile Performance Objectives & Key Results• Agile Performance Measurement Techniques• Agile Performance Outcome
AGILE SCRUM IN DESIGN THINKING• Agile Incrementally Builds Out Solution• Leveraging Agile & Design Thinking• Unifying Design Thinking, Lean & Agile
AGENDA
TOPIC 4
TOPIC 5
TOPIC 6
Q & A Session
TOPIC 7
AGILE LEARNING FOR PEOPLE• Agile Learning Design Process• Agile Learning & Development Methods
TOPIC 8 CVCV
AGILE SCRUM LEADSHIP
CVCV
MODERNMODERN AGILE
MODERN AGILE
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Modern Agile Transformation
• In the last decade of “agile transformations” it’s thatthere is no one-size-fits-all approach to adopting orimplementing an agile approach
• Every organization has different needs, constraints, andrequirements
• Some organizations have been blindly followingprescription won’t lead to success
MODERN AGILE
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Modern Agile Transformation
• Regardless, if winning, money, status, competition,teamwork, higher purpose, whole people, andcollaboration is valued, we need to have a fit betweenthe values we say we want and the structures that makeup the business “way of working,” which often consistsof different tools, processes, and systems
MODERN AGILE
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Modern Agile Transformation
MODERN AGILE
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Modern Agile Transformation
• Misfit at times can happen in large organizations
• The kind of behaviors we say we want and need forsuccess don’t match the kind of behaviors that arerewarded and built into control mechanisms, processes,and systems
• Instead, we say one thing and do another
MODERN AGILE
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Modern Agile Transformation
Let’s say we value the importance of trust between people
• Trust does not fit well with structuresof control
• Why would you need to control thatsame person by requiring detailedreports every week or month
• Give them the potential to succeedby providing the tools, the competence,for that person to grow and perform
MODERN AGILE
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Modern Agile Transformation
Imagine the organization values are creativity and innovation
• Detailed job descriptions limit people bydescribing what they are supposed todo and not supposed to do
• Not an effective way to create afoundation for innovation
• They must be free to think and do, andnot restricted by detailed instructions
MODERN AGILE
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Modern Agile Transformation
Let’s say that cooperation is an important organizational value
• Usual performance framework rewardsindividual performance
• If collaboration is important, you needto reward collaboration, not individualperformance
• If individuals need to be rewardedwithin the team for extraordinaryperformance, then team decides who
MODERN AGILE
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Modern Agile Transformation
Imagine organization wants people to engage with their whole selves
• But then they give them numericaltargets created by the managementteam
• Instead, if you want employeeengagement, let them create their ownobjectives and link their ownmeasurements to the overall companytargets
MODERN AGILE
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Modern Agile Transformation
Let’s imagine that equality is an important value
• Then, the organization promotescertain people to better positions orgives them higher bonuses
• Instead, involve the peers in the processof nominating managers and specialists
• You will minimize envy, competition,and social pain
MODERN AGILE
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Modern Agile Transformation
• These types of situations are contradictory and create a
misalignment between what people hear the
organizational values are (the wanted culture) and what
is really happening in the organization (the processes
and frameworks)
• Plus, we don’t achieve a better, more engaging place to
work if the structure is not designed in alignment with
the desired culture
MODERN AGILE
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Modern Agile Transformation
ORGANIZATION HIERARCHIAL OR DEPARTMENT FLAT OR CROSS FUNCTIONAL
ORGANIZATION COMMAND, CONTROL, CONFUSION TRANSPARENCY & EMPOWERING
MODERN AGILE
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Modern Agile Transformation
ORGANIZATION
EMPOWERING
SELFORGANIZING
COLLABORATION
TRANSPARENCY
DISCIPLINE MORALE
MUTATION OF MODERN AGILE CULTURE & MINDSET WITHIN – ACROSS ORGANIZATION
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Modern Agile Transformation
MUTATION WITHIN ORGANIZATION – Mindset transformation, cross function and leadership development
ORGANIZATIONCROSS FUNCTIONAL & EMPOWERED CROSS FUNCTIONAL & EMPOWERED
SPRINT 1
PRODUCT BACKLOG
SPRINT 2
MODERN AGILE
MODERN AGILE
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"Self-organizing teams choose how best to
accomplish their work, rather than being directed
by others outside the team. They are structured and
empowered by the organization to organize and
manage their own work.“
- Scrum.org
Self Organization
MODERN AGILE
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Self Organization
A B C
D E F
ProactivelySeek Work Execute Work
Themselves
Self-Learning
Upgrade SkillOpen To New ThingsDeliver Results
SELF ORGANIZING TEAM
EMPOWERMENT
MODERN AGILE
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• Self-organization is an important Agile approach.
The idea of self-organization can be challenging for
those from a traditional mindset (Theory X)
• Humans tend to organize themselves effectively as
well. Without being told what to do and who to group
with, they naturally select who to team up with and
what to work on, especially when they have a very
clear why
Self Organization
MODERN AGILE
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Modern Agile Principles
PEOPLE
RELATIONSHIPS
SYSTEMS
MODERN AGILE
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Modern Agile Principles
MAKING PEOPLE AWESOME• This Modern Agile principle doesn’t
apply to customers exclusively
• It applies to everyone in the entireecosystem, the employees,suppliers, vendors, investors,owners, and partners
• Everyone has value within theecosystem and everyone needs tofunction at their personal peak
MODERN AGILE
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Modern Agile Principles
MAKING SAFETY A PREREQUISTE • This principle means creating aculture of safety in order to unlockhigh-performance behavior
• Fear is the greatest roadblock tocreativity and innovation
• This is to create an environment forpeople to be comfortable enough tomake wild suggestions, speak theirminds, and to experiment withoutjudgment or penalty
MODERN AGILE
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Modern Agile Principles
EXPERIMENT AND LEARN RAPIDLY • This Modern Agile principleexplains that it’s at behavior thatencourages people to take risksand learn from their mistakes
• Often, mistakes lead to thegreatest discoveries or inventions
• We’ll never be open to newexperiences if we don’t try themon for size and test the waters
MODERN AGILE
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Modern Agile Principles
DELIVERING VALUE CONTINUOUSLY • This principle narrates that it’sessential to break work downinto smaller pieces
• Smaller pieces mean deliveringfaster and creating value asearly as possible for thecustomer
• It might require learning a newapproach to doing things
MODERN AGILE
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Modern Agile Principles - Attributes
AGILE PERFORMANCE MANAGEMENT
AGILE PERFORMANCE
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Agile Performance Pillars
• Agile way of establishing performance measurementand the framework has four core pillars, or ongoingactivities, that are vital to consider when strivingtoward improving people and employee performance
• Each of the four pillars is equally important, but howthey appear and are realized differs from onecompany to the next
AGILE PERFORMANCE
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Agile Performance Pillars
Set
and
rev
ise
go
als
Pla
n f
or
dev
elo
pm
en
t
Lead
, Man
age
, Co
ach
Pro
gre
ss F
ollo
w U
p
AGILE PERFORMANCE
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Agile Objectives & Key Results
• The framework needed to be taken down to a locallevel and adapted to the needs of the specificdepartment or business unit
• The overall recommendation was very “loose” andconsisted of guiding principles for goal setting,performance, and development, rather than rigidrules and detailed processes
AGILE PERFORMANCE
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Agile Objectives & Key Results
Setting individual
and team goals
Workforce
planning
Career development
Competency
management
and learning
Compensation
and benefits
Leadership and
management
AGILE PERFORMANCE
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Agile Objectives & Key Results
AGILE PERFORMANCE
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• The ambitions document is in an A3 format
• The developers work on it independently andthen discuss it with their managers
• Every two weeks, they follow up together tomake sure things are on track or to assess whereand why they have gone off track
Agile Objectives & Key Results
AGILE PERFORMANCE
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• This process incorporatesseveral effective Agile principlesto enhance employeeperformance, development,and achievement, clear goals,visual analysis, short feedbackloops, and flexibility forchanging direction
Agile Objectives & Key Results
AGILE PERFORMANCE
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Agile Objectives & Key Results
HIGH SCORE AVERAGE SCORE LOW SCORE
MANAGEMENT REWARD
EMPLOYEE / PEOPLE EMOTION
MANAGEMENT REWARD
EMPLOYEE / PEOPLE EMOTION
MANAGEMENT REWARD
EMPLOYEE / PEOPLE EMOTIONBecome demotivated and
disengaged up to six months after the rating
Become less productive upto two months after
the exercise
Become extremely unproductive and fearrejection or dismissal
AGILE PERFORMANCE
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• When people are promised individual reward, ifthey achieve X, Y, and Z, goals become too rigid
• They are much harder to change because they aredirectly tied to the employee’s reward
• If there’s an external change in the market orsomeone makes a new discovery, the organizationwill fill find it challenging to sustain or withstand
Agile Objectives & Key Results
AGILE PERFORMANCE
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• The more individualized the reward system, the moredamaging it is to the team because it isolates peopleand it puts a certain chosen few on a pedestal
• Changes from traditional performance measurementand management towards Agile PerformanceManagement to be strongly supported byorganizational leaders together with the humanresource team (people enablers)
Agile Objectives & Key Results
AGILE PERFORMANCE
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Agile HR Practices
AGILE PERFORMANCE
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HR Support For Agile Transformation
AGILE PERFORMANCE
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Agile HR Transformation
AGILE PERFORMANCE
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Lean Agile HR
AGILE PERFORMANCE
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Agile Approach – HR Solutions
AGILE PERFORMANCE
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Agile Objectives & Key Results
AGILE PERFORMANCE
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Agile Measurement and Management Techniques
AGILE PERFORMANCE
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Agile Measurement and Management Techniques
AGILE PERFORMANCE
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Agile Measurement and Management Techniques
AGILE PERFORMANCE
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Agile Measurement and Management Techniques
AGILE PERFORMANCE
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Agile Measurement and Management Techniques
AGILE PERFORMANCE
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Agile Performance Outcome
• More T-shaped people willemerge as a result, whichincreases to presence ofpeople with one or twoareas where theircompetence is deep,resulting in a more broad,flexible and general skillsetto complete the T
Ability to work outside core discipline
Discip
linary Exp
ertise
AGILE PERFORMANCE
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Agile Performance Outcome
AGILE PERFORMANCE
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Agile Performance Outcome
• The basic idea is that professionals need to possess bothdepth of disciplinary knowledge and breadth ofcapability for collaboration across multiple disciplineshence the vertical and horizontal strokes of the ‘T’
• As opposed to an expert in one thing (I-shaped) or a “jackof all trades, master of none” generalist, a “t-shapedperson” is an expert in at least one thing but alsosomewhat capable in many other things. An alternatephrase for “t-shaped” is “generalizing specialist”
AGILE SCRUM IN DESIGN THINKING
AGILE DESIGN THINKING
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Agile Incrementally Builds Out Solution
• Agile – Scrum way of work is aligned with design thinking,where it’s a stepped back approach and identifies thetrue nature of the problem to be solved, and the teamcan leverage agile to incrementally build out the solution,taking it from minimum viable product (MVP) to pilot tolarge-scale production
• Agile becomes the mechanism to enhance the solutionover time, making it a “living product” that evolves withuser feedback and new business or market needs
AGILE DESIGN THINKING
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Agile Incrementally Builds Out Solution
cv cv cv cv cv
DESIGN THINKING FRAMEWORK
Agile Scrum Iterative Development & Problem Solving
AGILE DESIGN THINKING
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Leveraging Agile & Design Thinking
AGILE DESIGN THINKING
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Leveraging Agile & Design Thinking
AGILE DESIGN THINKING
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Leveraging Agile & Design Thinking
AGILE DESIGN THINKING
HRDF Conference 2019
Unifying Design Thinking, Lean & Agile
IDEATE
DEFINE
EMPATHIZE
LEARN
PROTOTYPE
PRODUCTBACKLOG
SPRINT EXECUTION
SPRINT PLANNING
SPRINT REVIEW
SHIPABLEINCREMENT
Customer Problem Customer Solution
Co
ncr
ete
Ab
stra
ct
Design Thinking Lean Startup Agile
AGILE LEARNING FOR PEOPLE
AGILE LEARNING
HRDF Conference 2019
• Agile learning and competence development is a criticalcomponent in the employee value proposition
• Many people want to be in an environment where theycan learn and grow both are vital ingredients for people -employee attraction, engagement, and retention
• The whole organization benefits from nurturing a talentpool of people who want to better themselves
Agile Learning Design Process
AGILE LEARNING
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Agile Learning Design Process
AGILE LEARNING
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Agile Learning Design Process
AGILE LEARNING
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Agile Learning Design Process
REASONS OF FAILURE TOWARDS TAKING LEARNING SERIOUS IN ORGANIZATIONS
• They are biased toward success andavoid the realities of failure at allcosts
• The concept of failure triggers anger,pain, and fear
• Try to sweep failure and avoid thenegative feelings instead ofembracing it as a learning tool
AGILE LEARNING
HRDF Conference 2019
Agile Learning Design Process
REASONS OF FAILURE TOWARDS TAKING LEARNING SERIOUS IN ORGANIZATIONS
Neglect to engage in the important practice of reflection
What went wrong? What can we do better next
time? How can we improve?
What other competencies are needed on the team?
LACK OF PRACTICE OF REFLECTION
AGILE LEARNING
HRDF Conference 2019
Agile Learning Design Process
REASONS OF FAILURE TOWARDS TAKING LEARNING SERIOUS IN ORGANIZATIONS
• There is an unproductive tendencytoward conformity
• Afraid of rocking the boat in theirindustries
• They want to fit in and they have thefalse assumption that “sameness” isattractive to an existing client base
SKEPTICAL TO BE DIFFERENT
AGILE LEARNING
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Agile Learning & Development Methods
AGILE LEARNING
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Agile Learning & Development Methods
AGILE LEARNING
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Agile Learning & Development Methods
AGILE LEARNING
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Agile Learning & Development Methods
AGILE SCRUM LEADERSHIP
AGILE LEADERSHIP
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Agile Scrum Servant Leadership
• Agile leadership is the craft of creating the rightenvironment for agile teams to thrive
• Therefore, the leader has to create an inspiringenvironment where teams take ownership of their workand learn fast from customers
• Agile leadership differs from traditional leadership inalmost every conceivable way and it doesn’t follow ahierarchical, top-down approach
AGILE LEADERSHIP
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Agile Scrum Servant Leadership
• The agile leader has theability and capacity toassess risk, decidecourageously, and actquickly to meet therapidly changingenvironment whileproducing results anddevelop others’capacity to do the same
AGILE LEADERSHIP
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Agile Leadership Model
Agile Leader Model with 5 key drivers and 10 leadership competencies
AGILE LEADERSHIP
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Drivers of Leadership
AGILE LEADERSHIP
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Drivers of Leadership
AGILE LEADERSHIP
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Drivers of Leadership
AGILE LEADERSHIP
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Drivers of Leadership
AGILE LEADERSHIP
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Drivers of Leadership
AGILE LEADERSHIP
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AGILE Leadership Checklist
• Empathy is becoming an important part of thesocial and cultural fabric
• Agile leaders work towards decentralization andteam-driven decision making
• Managers are increasingly chosen by the team,rather than appointed by executives or othermanagers
AGILE LEADERSHIP
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AGILE Leadership Checklist
AGILE LEADERSHIP
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AGILE Leadership Maturity for Self Organizing Teams
AGILE LEADERSHIP
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AGILE Leadership Maturity for Self Organizing Teams
AGILE LEADERSHIP
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AGILE Leadership Maturity for Self Organizing Teams
AGILE LEADERSHIP
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AGILE Leadership Maturity for Self Organizing Teams
“Control less, enable more” should be the new mantra of leadership
One does not need to be controlling to get the best out of people
An effective leader is one who inspires others to perform to the highest of their abilities, while also making them feel good about the work they’re doing