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Self-Management with Unity of Knowing & Doing 知行合一的自我管理. Glen Wang. Glen Wang is. A manager An Agile Coach A thinker and practitioner of the UKD (Unity of Knowing and Doing) philosophy ( 知 行合一 ). Purpose of This Presentation. Advocate s elf-management - PowerPoint PPT Presentation
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Ericsson Internal | 2013-09-30 | Page 2
› A manager› An Agile Coach› A thinker and practitioner of the UKD (Unity of Knowing and
Doing) philosophy (知行合一 )
Glen Wang is
Ericsson Internal | 2013-09-30 | Page 3
› Advocate self-management› Explain a self-management framework with a combination
of UKD (Unity of Knowing & Doing) and Agile/Scrum values/principles/practices
Purpose of This Presentation
Ericsson Internal | 2013-09-30 | Page 4
0. Mind Map Change to Agile and Unity of Knowing and Doing
Part I: Knowing
1. Purpose and Action
2. Personal Product Backlog and Sprint Backlog
3. Identify and Put Down Noise
4. Know Change
5. Manage Change
6. Sum of Part I: Backlog Looks Like
Table of Contents - 1
Ericsson Internal | 2013-09-30 | Page 5
Part II: Doing
7. Timebox
8. Timebox, Time Piece, and Time Point
9. Sum of Part II: Tomorrow to-Do List
Part III: Unity
10. Confidence (Manage Inner Change)
11. Leverage/Scale Self-Management
12. Sum of Part III: Self-Organizing Team
Summary: Purpose, Plan, Focus, and Confidence/Change
Table of Contents - 2
Ericsson Internal | 2013-09-30 | Page 6
From To
Someone manages me (劳心者治人劳力者治于人 )
I manage myself (知行合一 )
Someone is monitoring me Self-monitoring
Someone plans and I do I plan and do (with team)
Plan once Planning dynamically
Someone makes decision and I execute
I make decisions and execute (with team)
Slow to decide and act Fast to decide and act
Many handoff steps between requirements and implementation
Implementer gets requirements directly
0. Mind Map Change to Agile and Unity of Knowing and Doing – 1/2
To be continued…
Ericsson Internal | 2013-09-30 | Page 7
From To
Constant plan like Gantt chart Inspect and adapt
Top-down checklist and approval Definition of Done and sprint goal set by team
Managers monitor report and utilization, e.g., how busy is someone
Transparency and flow, e.g., backlog and burn-down chart visible to everyone
External discipline Internal discipline
Reactive to command and control Proactive, synergy
0. Mind Map Change to Agile and Unity of Knowing & Doing – 2/2Continue…
Ericsson Internal | 2013-09-30 | Page 8
0. Mind Map Change to Agile and Unity of Knowing and Doing
Part I: Knowing
1. Purpose and Action
2. Personal Product Backlog and Sprint Backlog
3. Identify and Put Down Noise
4. Know Change
5. Manage Change
6. Sum of Part I: Backlog Looks Like
Table of Contents - 1
Ericsson Internal | 2013-09-30 | Page 9
› Discover your personal product vision: Know the purpose of your Life
› Use action to implement your purpose› Unity of Purpose and Action is the essence of UKD (Unity
of Knowing and Doing)› You have to know your purpose and do your action
1. Purpose and Action
Ericsson Internal | 2013-09-30 | Page 10
› Borrow the concept from Scrum but for personal use› Product backlog for long term, e.g., longer than one week› Sprint backlog for short term, e.g., one week› Only one product backlog› Only one sprint backlog› Plan research/preparation work as PBI/SBI (Product
Backlog Item/Sprint Backlog Item)› Mark uncertainty level for PBI/SBI› Proper detailed level for PBI/SBI› Use user story INVEST criteria for easy reprioritization
2. Personal Product Backlog and Sprint Backlog
Ericsson Internal | 2013-09-30 | Page 11
Noise: Wrong expectations that do not contribute to objectives› Perfectionism› Chaos that has no relationship with you› Anxiety that has no relationship with your objectives› Surprise that’s associated with wrong expectations› Don’t expect that you know everything
3. Identify and Put Down Noise
Ericsson Internal | 2013-09-30 | Page 12
Anything not planned is change› Requirement change› Anxiety› Trivial› Risk› Uncertainty› From others› My mind – inner change› Worry› Emergency
4. Know Change
Ericsson Internal | 2013-09-30 | Page 13
You need your own strategy to manage change› Buffer time and resources for interruptions and changes› Optional (nice to have) tasks as buffers› Backup (backup resource, or Plan B) over critical path› Predict and prepare at a certain level› Risk evaluation of story/task› Flexibility to reprioritize and replan› Make change visible, valuable, and validated› Balance stability and the flexibility of your backlog
5. Manage Change
Ericsson Internal | 2013-09-30 | Page 14
PBI/SBI Plan B UncertaintyLevel
DetailedLevel
Value/Priority/Reprioritize
Noise x
Core Work x x x x
Research and Preparation Work
x x x x
Optional Work
Buffer Resource/Time
x
Change/Interrupt/Risk/Uncertainty
x x x
Anxiety/Worry x x x
6. Sum of Part I: Backlog Looks LikePlan and Manage…
Ericsson Internal | 2013-09-30 | Page 15
Part II: Doing
7. Timebox
8. Timebox, Time Piece, and Time Point
9. Sum of Part II: Tomorrow to-Do List
Part III: Unity
10. Confidence (Manage Inner Change)
11. Leverage/Scale Self-Management
12. Sum of Part III: Self-Organizing Team
Summary: Purpose, Plan, Focus, and Confidence/Change
Table of Contents - 2
Ericsson Internal | 2013-09-30 | Page 16
Characteristics of Timebox Our Mind-Set
Limited Time On-Time Start/End,Decisive and Determinative
Clear Objective/Scope Focus and Result-Oriented
Certainty,Managed Complexity and Ability Need
Inspect and Adapt,Visible Progress as Control
Success/Fail Quick Success/Fail as Validation
Rhythm Collaboration/Synchronization
7. Timebox
Space Box for Safety: a cave, a tent, a house
Timebox for Certainty: an hour, a day, a week
Focus is not magical. But without focus, time will slip away easily.
Ericsson Internal | 2013-09-30 | Page 17
Different time type, same for focus› Timebox: With defined start/end time, for defined task› Time Piece: Small piece of time, manage to utilize› Time Point: Deadline, manage it
8. Timebox, Time Piece, and Time Point
Ericsson Internal | 2013-09-30 | Page 18
Task Mandatory/Optional/Backup
Change Management Strategy
Time Type
Core Task type 1
M (Must Have) Can Delegate Timebox
Core Task type 2
M Can’t Delegate, Accept Failure
Timebox
Important, Not Urgent
O (Nice to Have) Can Delay Time Piece
Not Important Not Urgent
O Can Cancel Time Piece
Not Important But Urgent
O Can Delegate Time Point
Task of the Day After Tomorrow
B (Prepare for Future)
Scope in Time Piece
9. Sum of Part II: Tomorrow To-Do List
Ericsson Internal | 2013-09-30 | Page 19
Part II: Doing
7. Timebox
8. Timebox, Time Piece, and Time Point
9. Sum of Part II: Tomorrow to-Do List
Part III: Unity
10. Confidence (Manage Inner Change)
11. Leverage/Scale Self-Management
12. Sum of Part III: Self-Organizing Team
Summary: Purpose, Plan, Focus, and Confidence/Change
Table of Contents - 2
Ericsson Internal | 2013-09-30 | Page 20
› Confidence is to manage our inner change, build inner strength
› Stick to your core values (good reference = Scrum Values: Focus, Commitment, Respect, Courage, Openness)
› Angry/worry is good as indicator that something is wrong. Controlling angry/worry is important so that you can correct the situation.
› Be calm to face your fate about things you can’t control.› Confidence doesn’t mean, “I’m always right.” Inspect,
adapt, and be transparent: Make it easy to recognize that “I’m wrong” or “My plan doesn’t work.”
› “Good or Evil” is the only criteria if I’m doing the right thing.
10. Confidence (Manage Inner Change)Some Tips…
Ericsson Internal | 2013-09-30 | Page 21
› Manage yourself› Influence others, extending self-management to self-
organizing› Change the world
11. Leverage/Scale Self- Management
Ericsson Internal | 2013-09-30 | Page 22
Extending self-management to self-prganizing
Self-organizing rewards is the test stone of self-organizing.› Manager sets stage and boundary: Organizational objectives
and expected behaviors; culture of openness, trust, transparency
› Why? Self-motivation is true motivation: Link organizational objectives to personal objectives, internalize right behaviors
› How? Use intelligence of the crowd, distribute power, cultivate collaboration, reward from peers
› Try: Team-building activities, rewards, bonuses
12. Sum of Part III: Self-Organizing Rewards
Ericsson Internal | 2013-09-30 | Page 23
Part II: Doing
7. Timebox
8. Timebox, Time Piece, and Time Point
9. Sum of Part II: Tomorrow to-Do List
Part III: Unity
10. Confidence (Manage Inner Change)
11. Leverage/Scale Self-Management
12. Sum of Part III: Self-Organizing Team
Summary: Purpose, Plan, Focus, and Confidence/Change
Table of Contents - 2
Ericsson Internal | 2013-09-30 | Page 24
Knowing› Build your personal Product Vision: Know the purpose of
your life› Maintain your own Product Backlog for the long term› Maintain your own Sprint Backlog for the short term
Doing› Maintain your Tomorrow to-Do List› Focus to-Do with Timebox
Unity› Be Confident (manage inner change) and Manage Change
Summary: Purpose, Plan, Focus, and Confidence/Change