Management 3.0 manuel fritz

Management 3.0

Magister Administración Manuel Fritz López

•

•Agile Management

•Copyright : Agile Management Jurgen Appelo http://www.management30.com/

•© 2011 SAP AG. All rights reserved. 2

•

•Energize people



•

•10 Intrinsic Desires



•

•Moving motivators exercise

•http://www.noop.nl/2011/09/moving-motivators-free-exercise.html•Copyright : Agile Management Jurgen Appelo http://www.management30.com/


•

•How do you know what is important for a person?

•LISTEN

•One-on-one meetings

•Personal Profile – DISC, MBTI, 16PF assessments

•Happiness index

•Pair Working

•360 Degree evaluations

•Gallup’s 12 questions

•Social networks

•Team events (dinner, social activities, etc.)

•“Water cooler talks”


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•Empower Teams



•

•The Seven Levels of Authority

•T E L L

•SELL

•----- ••••IP •CONSULT•••

•AGREE

•1 - -

•1"-(5. l•

•I. Nal...1 IIPE

•DELEGAT E

•Tell: make decision as the manager

•2 .can inc people about decision

3. Consult: get input from team before decision

1. Agree: make decision together with team

•s. Advise: influence decision made by the team

6. Inquire: ask feedback after decision by team

1. Del Bate: no influence, let team work it out

•Copyright : Ag Management Jurgen Appelo http://www.management30.com/

•O 2011 SAP AG. All rights reserved. 8

•

E X A M P L E

•http://www.noop.nl/2011/09/delegation-poker-free-exercise.html



•

•

•

•Align Constraints

•Self-organization can lead to

•anything, and it’s therefore

•necessary to protect people

•and shared resources, and

•to give people a clear

•purpose and defined goals.



•

•3 kinds of purpose for a team



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•Goal Setting Criteria



•

•Complexity Thinking



•

Develop Competence

•VIJ

14

•DI SCIPLI /JE —

•Three maturity levels (for skill)

•Shutraditional wisdom, learning fundamentals (apprentice)

•Hadetachment, breaking with tradition (journeyman)

•Ritranscendente, everything is natural (master)



•

•7 Approaches to competency development



•

•

•3 Principles for KPI’s / metrics

•1.The measurement must help improving performance

•2.The measurement must relate to a purpose

•3.The measurement must be integrated in the work

•Copyright : Agile Management Jurgen Appelo

http://www.management30.com/


•

•Grow Structures



•

•

•Scale-invariant networks (fractals)

•Segmentation of teams

•PRCLICCT

•. ---- 1

•, 1

•1 •i•

•i - 1-

• j I

•OICD O . 0

•O O :: PROJECT

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•O 1 i O O :, PROJECT •@ 9 q i h r m i . "

•O 0 0 Ci 1 1 © 0

•FLawc—r ioiJAL F-ukJ c 7- OmA L r IVCTI ()NAL •GPcuP GROUP 2

•GlIbui2 3



•

•

Style

a

2

3

4

Structure

Funct ional

Funct ional

Cross-funct ional

Cross-funct ional

DF

a (through

2 (through

a (through

2 (through

manager)

team)

manager)

team)

•sTyLE 2

•—

•D P 2

•DP

•1'

•f

•ST y1 E 1

•STyLC

•4 /

•TyL E 3

•FUN(' TtoNAL CRoSS • FULICTIONAL

•TEAri TEA m s

•ulLayers: Require Added Value

•Copyright : Agile Management Jurgen Appelo

http://www.management30.com/

•GENERtu_al t45

• o/13-151-5SMe

. •WIDENING

DOS TITIES

hypoemAL

LeA°1RSHip

• . •


•http://wwvv.noop.n1/2011/09/meddlers-free-exercise.html•Copyright : Agile Management Jurgen Appelo http://www.management30.com/

•Player reference card •Game: Meddlers

•Scrum

M arte r •Project

Manager •t i a

•Database

Administrator

•Software Developer

•Line

•Manager

•J

•Quality Ass u

ra rice Manager •Software

Tester

•a t •1

•LNetwork Administrator

•User

•Experience

D es igne r

•Software

Architect

•Product

Owner •Business

Analyst •13A

•PM

•$A


•

•Improve Everything



•

•System Improvement Super Model



•Change Leader

•Be an Influencer

•Make a Switch

•Change Patterns



•

•Agile Management



Gracias

Education

Management 3.0 manuel fritz