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Keeping the Dream Alive Keys to Agile Sustainability
©2012 Susan DiFabio and Dan Neumann
We are
Agile! WERE
Sustainability beyond the transition.
©2012 Susan DiFabio and Dan Neumann
©2012 Susan DiFabio and Dan Neumann
Metrics
Management
Culture
Organizational Culture or
“How we do things ‘round here”
©2012 Susan DiFabio and Dan Neumann
Organizational Cultures
Collaboration Control
Cultivation Competence
From The Reengineering Alternative by William E. Schneider ©2012 Susan DiFabio and Dan Neumann
Control -‐‑Authoritative -‐‑Prescriptive -‐‑Hierarchical
-‐‑Standards Oriented
Collaboration -‐‑Team Focused -‐‑Participative -‐‑Trusting -‐‑Diverse
Cultivation -‐‑Personal -‐‑Nurturing
-‐‑Inspirational -‐‑Subjective
Competence -‐‑Standard SeMing -‐‑Task Driven -‐‑Efficient -‐‑Objective
Unit Testing
Mandate it
©2012 Susan DiFabio and Dan Neumann
Professional Pride
Work With The Culture
Collaboration Control
Cultivation Competence
Easy: prescribing Agile processes Hard: team empowerment
Personal Impersonal
Potentiality A
ctua
lity
Schneider Culture Model ©2012 Susan DiFabio and Dan Neumann
Easy: customer collaboration Hard: imposing new practices
Easy: valuing people Hard: Focus, time-‐‑boxes
Easy: valuing quality Hard: humility; simplicity
Other Cultures
©2012 Susan DiFabio and Dan Neumann
Organizational Cultures
Collaboration Control
Cultivation Competence
From The Reengineering Alternative by William E. Schneider ©2012 Susan DiFabio and Dan Neumann
Control -‐‑Authoritative -‐‑Prescriptive -‐‑Hierarchical
-‐‑Standard Oriented
Collaboration -‐‑Team Focused -‐‑Participative -‐‑Trusting -‐‑Diverse
Cultivation -‐‑Personal -‐‑Nurturing
-‐‑Inspirational -‐‑Subjective
Competence -‐‑Standard SeMing -‐‑Task Driven -‐‑Efficient -‐‑Objective
Breakout Session
Each culture has its strengths. In this breakout, explore how to use the culture’s strengths to sustain the Agile transition. 1. What is your organization’s culture? 2. What are its strengths? 3. What Agile sustainability tactics fit the culture? 4. What Agile sustainability tactics clash with the
culture?
©2012 Susan DiFabio and Dan Neumann
Set Teams Up For Success
©2012 Susan DiFabio and Dan Neumann
All In Executives
Managers
Teams
©2012 Susan DiFabio and Dan Neumann
13
Real Purpose
Real Team
Infor
matio
n Abo
ut the
W
ork
Mater
ial S
uppo
rt
Acce
ss to
Exp
ertis
e
Conn
ectio
n to t
he O
rg.
High Performance
Courtesy of Esther Derby: http://www.estherderby.com/2011/11/miss-the-start-miss-the-end.html
©2012 Susan DiFabio and Dan Neumann
Breakout Session
Managers and executives are key in Agile sustainability. In this breakout, explore how management creates real team and real purpose. Consider the teams you work with. 1. What has management done to ensure “Real Teams”? 2. What could be improved? 3. What has management done to ensure “Real
Purpose”? 4. What could be improved?
©2012 Susan DiFabio and Dan Neumann
Measure For Information
©2012 Susan DiFabio and Dan Neumann
©2012 Susan DiFabio and Dan Neumann
Information vs. Evaluation
People know they are being
monitored
Outcome vs. Process Balance
Trends vs. Targets
Who is the right audience?
©2012 Susan DiFabio and Dan Neumann
Metrics
Breakout Session
Measurement can lead to unintended consequences. In this breakout, explore the effect of measurement in your organization. Consider a metric you use. • What is its intended purpose? • What potential unintended behaviors could it
foster? • How else might you realize the original purpose?
©2012 Susan DiFabio and Dan Neumann
©2012 Susan DiFabio and Dan Neumann
Metrics
Management
Culture
Contact Us
Susan DiFabio
@SKDiFabio
www.linkedin.com/in/SusanDiFabio
Dan Neumann http://www.neumanagementllc.com
@Dan_SB
www.linkedin.com/in/MeetDanNeumann
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