Management Excellence

© Alexandre Cuva version 2.00 management30.com

Alexandre Cuva

• Agile Transition Coach, Scrum Master, Product Owner

• Management 3.0 & Certified Scrum Developer Trainer

• Event speaker

• Hermes Swiss Project Team Professional

• ITIL V3

“I coach teams and organization to become highly productive.”

http://www.slideshare.net/GToronto

Agile Transition Coach

Ho Chi Minh City

Thursday11:00 – Management Excellence13:30 – Dice4Agile

Friday11:00 – TDD Dojo C#13:30 – Energize People

Source from Ken Lum

Hue, ancient Vietnam imperial palace : http://www.travelloops.com

For thousand years, we were ruled from a

Central Authority

Self-organization is the

default behavior in complex adaptive systems

Ho Chi Minh City is a is a complex adaptive system (CAS), because it consists of parts (people) that form a system (city), which shows complex behavior while it keeps adapting to a

changing environment.

A Fractal is a Complex Adaptive System (CAD)

A team is a Complex Adaptive System (CAD)

Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside-the-nescafe-plan-in-vietnam/

The Manager

A Team is just a zoom on our Fractal

Sources : http://rafrogblogus.wordpress.com/2012/10/11/inside-the-nescafe-plan-in-vietnam/

Managers are ordinary people with special power

The ultimate victory in competition is derived from the inner satisfaction of knowing that you have done your best and that you have gotten the most out of what you had to give.Howard Cossel, 1918-1995

10 Intrinsic DesiresCuriosity The need to thinkHonor Being loyal to a groupAcceptance The need for approvalMastery / Competence The need to feel capablePower The need for influence of willFreedom / Independence / Autonomy Being an individualRelatedness / Social Contact The need for friendsOrder Or stable environmentsGoal / Idealism / Purpose The need for purposeStatus The need for social standing

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1. Tell: make decision as the manager

2. Sell: convince people about decision

3. Consult: get input from team before decision

4. Agree: make decision together with team

5. Advise: influence decision made by the team

6. Inquire: ask feedback after decision by team

7. Delegate: no influence, let team work it out

The Seven Levels of Authority

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Managers are like leaders, they defines constraints, the employees defines the

rules

Managers need to share their objectives

Teams need to have an identity to identify their self

Managers need to found way so they employees learn

Is this possible?

shareholders /owners

customers /users

suppliers / partnerscommunities / society

employees / workers

Management 3.0

Workout Practices

People are the most important parts of an

organization and managers must do all they can to keep people active, creative, and

motivated.

Teams can self-organize, and this requires empowerment,

authorization, and trust from management.

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.

Teams cannot achieve their goals if team members

aren’t capable enough, and

managers must therefore

contribute to the development of

competence.

Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication.

People, teams, and organizations need

to improve continuously to

defer failure for as long as possible.

Man

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t 3

.0

Questions ?

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