Building Hyperproductive Agile Teams: Leveraging What Science Knows

AW9 Session 6/5/2013 3:45 PM

"Building Hyper-Productive Agile Teams: Levering What Science

Knows"

Presented by:

Michael DePaoli VersionOne

Brought to you by:

340 Corporate Way, Suite 300, Orange Park, FL 32073 888‐268‐8770 ∙ 904‐278‐0524 ∙ [email protected] ∙ www.sqe.com

Michael DePaoli Version One

A contributor to the IT community for twenty-seven years, Michael DePaoli has been practicing agile and lean approaches to software development since 1996. Michael gained his experience working in roles from programmer to product manager to CTO in companies including Adobe Systems, American Express, Sprint, and VersionOne. His area of expertise is helping organizations craft agile transformation approaches that establish agile and lean values, principles, and practices to begin an agile/lean transformation while crafting a strategy for the change needed to successfully scale and integrate agile within an organization. Michael has a keen interest in applying systematic thinking with an interdisciplinary studies approach to his work.

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Building Building Building Building High Performing High Performing High Performing High Performing

Agile Agile Agile Agile Teams: Teams: Teams: Teams: Leveraging Leveraging Leveraging Leveraging

What Science What Science What Science What Science KnowsKnowsKnowsKnows

Michael DePaoliMichael DePaoliMichael DePaoliMichael DePaoli

DePaoli & AssociatesDePaoli & AssociatesDePaoli & AssociatesDePaoli & Associates

2013 Better Software & Agile Development West 2013 Better Software & Agile Development West 2013 Better Software & Agile Development West 2013 Better Software & Agile Development West ConferenceConferenceConferenceConference Las Vegas, NV Las Vegas, NV Las Vegas, NV Las Vegas, NV ---- June 5June 5June 5June 5thththth , 2013, 2013, 2013, 2013

Your Presenter

[email protected]

http://www.linkedin.com/in/mdepaoli

@AgileMike

Michael DePaoli

Sr. Lean-Agile Coach, cPrime

� 13 Years Agile and Lean experience

� 26 Years in software industry – roles from developer to CTO, Product Owner, Management Consultant

� Experience gained at American Express, Adobe Systems, AOL, Deloitte Consulting, Sapient and NetApp

� Specializing in helping companies craft strategies for Lean-Agile transformation and context specific tactics leveraging systems & interdisciplinary thinking

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Your Frame of Mind For This Talk

Framework for High Performance

Lean-Agile Organizations

© 2013, all rights reserved Michael DePaoli - Used with permission

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Lean-Agile Orgs – Organic and Co-Evolving

Infertile Environments for Human Systems Cause Lack of Success In Agile Transformations

Falling

Performance

Quality

Transparency

Learning

Improvement

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Ingredients to Achieve Team Lean-Agility

Lean-Agile Competence

Commitment to Continuous

Improvement

Agile Requirements Management

Value Centric Pull-Based Planning & Execution

Disciplined Approach to

Frequent Value Delivery

Collaboration and

Transparency

Technical Excellence


Framework for High Performance Lean-

Agile Organizations


Focus of

our Time

Today

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ServantServantServantServant----LeadershipLeadershipLeadershipLeadership

“You must be the change you want to see

in the world.” -Mahatma Gandhi

Image Source: http://cloudsforscience.blogspot.com/

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Competent Change Management

Illustration by Michael Erickson,

based on the Virginia Satir change model

Incompetent Change Management

Illustration by Michael Erickson,

based on the Virginia Satir change model

“The Silver Bullet Jump”

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Quality Focus

Balancing Demand with Capacity

Alignment to Quality

What Really Matters?

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Motivation 3.0 - Motivation for a New Era

Source: Dan H. Pink and Thought Leaders

Learning Institute

Autonomy

“The desire to direct our work and our lives”

TaskTime

Technique

Team

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Autonomy Audit

With 10 being the IDEAL level of autonomy that would allow you to produce the best set of results and be optimally engaged… Please rate your current level of autonomy:

Task: How much autonomy do you have over your tasks at work; your main responsibilities and what you do in a given day?

Time: How much autonomy do you have over your time at work; when you arrive, leave and how you allocate your hours each day?

Technique : How much autonomy do you have over your technique at work; how you actually perform the main responsibilities of your job?

Team : How much autonomy do you have over your team at work? To what extent are your able to choose the people with whom you typically collaborate?

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

1 2 3 4 5 6 7 8 9 10

Autonomy Audit

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Mastery

“Making progress at something that matters”

Flow

Goal Clarity

Performance Feedback

Mindset

Pain

Asymptote

Three Laws of Mastery

Mastery is a Mindset.

This means:

Mastery is a Pain.

This means:

Mastery is an Asymptote .

This means:

We have to believe we are capable of getting better

(Incremental vs. entity). What people believe shapes what

people achieve.

When we exert effort and grit the work has more meaning.

Mastery involves working and working and showing

perhaps only incremental improvement

While we can never actually achieve it - that fact makes it

more alluring. Mastery is an asymptote because you can

never quite attain it, you will get close but perfection is not

possible to fully attain.

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Mindset is the Key to a High Performing

Lean-Agile Team

Fixed Mindset Growth Mindset

Wants to prove intelligence or talent. Wants to improve intelligence or talent.

Avoids challenges for fear of failure. Engages challenges to improve.

Gives up in the face of tough obstacles. Persists in overcoming obstacles.

Avoids hard labor. Sees labor as the path to success.

Treats criticism as an attack. Treats criticism as an opportunity.

Feels threatened by others’ success. Feels inspired by others’ success.

Adapted from

‘Mindset: The New Psychology of Success’ by Carol Dweck

So Which Do You Want To Be?So Which Do You Want To Be?So Which Do You Want To Be?So Which Do You Want To Be?

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Purpose

“The yearning to do something in service of something larger than

ourselves”

Individual Purpose

Organizational Purpose

Aligning Purpose

Environment for High Performance

Lean-Agile Teams


Focus has been

here but don’t

forget the rest

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Considerations for Going Forward

• Must have a Systemic View to build high performing teams that result in a high performing organization

• Make no mistake, this framework covers what is a complex system

• Holistic perspective needed enable identification and understanding potential cause and effect of changes in sub-systems to the whole

• How to measure the different components of the framework?• Much of what needs to be measured is subjective

• Such systems are ever evolving and needs to be tuned

“It had long since come to my attention

that people of accomplishment rarely sat

back and let things happen to them. They

went out and happened to things.”

Be Happening…

- Leonardo Da VinciLeonardo Da VinciLeonardo Da VinciLeonardo Da Vinci

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References

• ‘Brain Rules: 12 Principles for Surviving and Thriving at Work, Home, and School’ by John Medina

• ‘Drive’ – Dan Pink

• ‘Flow’ by Mihaly Csikszentmihalyi

• ‘Kanban’ – David Anderson

• ‘Mindset: The New Psychology of Success’ by Carol Dweck

• ‘Predictably Irrational’ by Dan Ariel

• ‘Satir Change Model’ – Virginia Satir

• ‘Switch’ by Chip and Dan Heath

• 'The Servant as Leader' by Robert K. Greenleaf

• ‘eXtreme Programming Explained’ by Kent Beck

• ‘Your Brain at Work’ by David Rock

Gauging AutonomyGauging AutonomyGauging AutonomyGauging AutonomyTIME

TECHNIQUE

TASKTEAM

Building Hyperproductive Agile Teams: Leveraging What Science Knows

Technology

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