Transforming the World of

Work? Or Confusing It?

Angela Johnson, PMP, PMI-ACP, CST

Certified Scrum Trainer & Agile Transformation Coach

http://collaborativeleadershipteam.com

@AgileAngela

Angela Johnson PMP, PMI-ACP, CST

• 20+ years Information Technology with traditional SDLC and Scrum/Agile

• Scrum Alliance: Trainer Approval Committee

CSM Learning Objectives Team

Agile Leadership Added Qualification Team

• Volunteer Facilitator PMI-MN Agile Practitioner Community

• Based in Minneapolis, MN

2Copyright 2015 Collaborative Leadership Team

This “New” Thing Called Scrum? Agile?

• January 1986 Harvard Business Review, Takeuchi &

Nonaka observed teams working in a “rugby approach”

• The inspiration for Jeff Sutherland naming his

framework “Scrum”

• Presented as a formal process with Ken Schwaber at

OOPSLA 1995 Austin, Texas

• Jeff and Ken helped create the Agile Manifesto in

August 2001

• In the year 2015 people are talking about this “new”

thing called Scrum … or Agile

3Copyright 2015 Collaborative Leadership Team

4Copyright 2015 Collaborative Leadership Team

How Did that Feel?

• How did it feel to be asked to change seats?

• Did you view this as an opportunity to sit next to

someone new?

• Or as an uncomfortable / undesirable change?

• Do you have the urge to go back to your original

seat?

5Copyright 2015 Collaborative Leadership Team

Peter M. Senge

“People don’t

resist change.

They resist being

changed.”

6Copyright 2015 Collaborative Leadership Team

7Copyright 2015 Collaborative Leadership Team

Respond to Change More Effectively

• Stop the Organizational A.D.D. – Start

Focusing

• Stop the Utilization Games – Start Trusting

People

• Stop Doing Fake Scrum – Start Teaching

Empiricism

8Copyright 2015 Collaborative Leadership Team

Start Focusing

9Copyright 2015 Collaborative Leadership Team

Start Focusing

• It “all” cannot be priority

• By definition, priority means:– The condition of being prior

– The right to precede others in rank, order, privilege, etc.1

• Recall the earlier discussion about change being

imposed on people as opposed to inviting active

participation in change

1 dictionary.reference.com: priority

10Copyright 2015 Collaborative Leadership Team

1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4 Business people and developers must work together daily throughout the project.

5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7 Working software is the primary measure of progress.

8 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9 Continuous attention to technical excellence and good design enhances agility.

10 Simplicity--the art of maximizing the amount of work not done--is essential.

11 The best architectures, requirements, and designs emerge from self-organizing teams.

12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

http://agilemanifesto.org/

11

Start Focusing

“Just get rid of the crappy stuff and focus

on the good stuff”

Steve Jobs response to Nike, CEO Mark Parker

12Copyright 2015 Collaborative Leadership Team

http://www.forbes.com/sites/carminegallo/2011/05/16/steve-jobs-get-rid-of-the-crappy-stuff/

Start Trusting People

13Copyright 2015 Collaborative Leadership Team

Start Trusting People

• People NOT “resources”

• When we refer to people as “head count”, “work

force”, or “resource”, we conveniently reduce them

to something inferior and less human

• “If we don’t have to see people as fully human, it

makes it easier to make decisions that negatively

impact them.”

http://www.inc.com/chuck-blakeman/why-you-should-never-use-the-term-human-resources-again.html

14Copyright 2015 Collaborative Leadership Team

1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4 Business people and developers must work together daily throughout the project.

5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7 Working software is the primary measure of progress.

8 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9 Continuous attention to technical excellence and good design enhances agility.

10 Simplicity--the art of maximizing the amount of work not done--is essential.

11 The best architectures, requirements, and designs emerge from self-organizing teams.

12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

http://agilemanifesto.org/

15

Start Teaching Empiricism

16Copyright 2015 Collaborative Leadership Team

Start Teaching Empiricism

“I looked at how people actually work,

rather than how they say they work”

17Copyright 2015 Collaborative Leadership Team

• Scrum embraces uncertainty and creativity

• It places structure around the learning process

• Every little while stop what you’re doing, review and if you should continue or do better

• It’s a simple idea but requires thought, introspection, honesty and discipline

Start Teaching Empiricism

Inspect Adapt Transparency

18Copyright 2015 Collaborative Leadership Team

1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4 Business people and developers must work together daily throughout the project.

5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7 Working software is the primary measure of progress.

8 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9 Continuous attention to technical excellence and good design enhances agility.

10 Simplicity--the art of maximizing the amount of work not done--is essential.

11 The best architectures, requirements, and designs emerge from self-organizing teams.

12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

http://agilemanifesto.org/

19

Wrapping Up

THANK YOU!

Please stay in touch!

Angela Johnson, PMP, PMI-ACP, CST

angela@coleadteam.com

http://collaborativeleadershipteam.com/

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