Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

Agile Leadership: A Different Mindset

3.796 visualizaciones

Publicado el

PittAgile presentation (September 19, 2018) by Aaron Kopel, Certified Scrum Trainer (CST) from Project Brilliant, LLC entitled Agile Leadership: A Different Mindset.

Publicado en: Liderazgo y gestión

Agile Leadership: A Different Mindset

  1. 1. SEPTEMBER 19, 2018 A DIFFERENT MINDSET PITT AGILE
  2. 2. AARON KOPEL CEO, Project Brilliant
  3. 3. Organizations rangingfrom 2 to85,000 people
  4. 4. NOTABLE CLIENTS 26-Sep-18 © 2018 Project Brilliant LLC 4
  5. 5. TONIGHT’S TOPIC… Agile Leadership A Different Mindset Your organization is going Agile and its time for Leaders to lead the way! But you can’t lead the same way you used to... the approach that got us here won’t get us there. It’s the new world of Agile and leadership must evolve to enable the organization to sustain its Agile journey indefinitely. Agile leadership is different. It takes a different mindset, new mental models, and an understanding of the new environment we’re trying to create. You’re now a servant leader who empowers people and communities, and creates the organizational environment where people can collaborate and experiment together toward the achievement of a shared vision. Join Aaron Kopel of Project Brilliant to discuss in more detail, and understand how to get started on your Agile leadership journey. 26-Sep-18 © 2017 Project Brilliant LLC 5
  6. 6. TAYLORISM • Fredrick Taylor • Scientific Management • Early 1900s
  7. 7. WATERFALL Requirements Design Analysis Test Code / Build Deploy -Dr. Winston Royce Father of “Waterfall” Managing the Development of Large Software System ”…the implementation described above is risky and invites failure.”
  8. 8. 26-Sep-18 © 2017 Project Brilliant LLC 15
  9. 9. SCRUM 26-Sep-18 © 2017 Project Brilliant LLC 16
  10. 10. 26-Sep-18 © 2017 Project Brilliant LLC 17
  11. 11. 26-Sep-18 © 2017 Project Brilliant LLC 18
  12. 12. SYSTEM OPTIMIZING GOALS? • Customer Value • Adaptability • End-to-end cycle time • Personal secrecy • Ideation • Busy-ness • Management bonuses 20 “Indirect Wishes” (desired outcomes) • Increase Revenue • Reduce Cost • Increase Innovation Effectiveness over Efficiency
  13. 13. BARRIERS TO AGILE ADOPTION 26-Sep-18 21 © Project Brilliant LLC -VersionOne state of Agile Survey
  14. 14. CAUSES OF FAILURE IN AGILE 26-Sep-18 © 2017 Project Brilliant LLC 22 -VersionOne state of Agile Survey
  15. 15. STACEY MATRIX & COMPLEXITY 26-Sep-18 © 2017 Project Brilliant LLC 23 WHAT HOW
  16. 16. HOW DID WE GET HERE - TAYLORISM 26-Sep-18 © 2017 Project Brilliant LLC 24 Fredrick Taylor Scientific Management Cogs in a machine, working on cogs in a machine
  17. 17. HOW DID WE GET HERE - WATERFALL Requirements Design Analysis Test Code / Build Deploy -Dr. Winston Royce Father of “Waterfall” From Managing the Development of Large Software System ”…the implementation described above is risky and invites failure.”
  18. 18. MANAGEMENT THEORY - MCGREGOR 26-Sep-18 © 2017 Project Brilliant LLC 26 Graphic from: http://allhandnote.blogspot.com/2013/05/theory-x-and-theory-y.html
  19. 19. 26-Sep-18 © 2017 Project Brilliant LLC 27 People are not Resources
  20. 20. KNOWLEDGE WORKERS •Autonomy •Mastery •Purpose 26-Sep-18 © 2017 Project Brilliant LLC 28
  21. 21. Optimize the flow of value by using Scrum. Scrum Master Referee & Change Agent SCRUM ROLES 29 3-9 dedicated Development Team members + PO + SM
  22. 22. ALIGNING TEAMS FOR VALUE DELIVERY 30 UI Team Messaging Team Bus Logic Team Database Team Application Team Feature 1 Feature 2 Feature 3 UI Messaging Bus Logic Database Application Feature Team 1 Feature Team 2 Feature Team 3 Feature TeamComponent Team
  23. 23. SELF-MANAGING TEAMS (AKA SELF-ORGANIZING) 26-Sep-18 © 2017 Project Brilliant LLC 31
  24. 24. TRADITIONAL FUNCTIONAL MANAGER 26-Sep-18 © 2017 Project Brilliant LLC 32 + - + - PO Dev Team
  25. 25. “T-SHAPED” PEOPLE 33 DepthofExpertise Breadth of Skills Java Doc Javascript UI QA DBA iOS
  26. 26. SYSTEMS THINKING & MODELING 34
  27. 27. TRADITIONAL VS. AGILE 26-Sep-18 © 2017 Project Brilliant LLC 35
  28. 28. 26-Sep-18 © 2017 Project Brilliant LLC 36
  29. 29. LEADERSHIP AGILITY COMPASS 26-Sep-18 © 2017 Project Brilliant LLC 37 Leadership Agility Joiner & Josephs
  30. 30. LEADERSHIP AGILITY STAGES (JOINER & JOSPEPHS) • Tactical, Problem solving orientation • believes that leaders are respected and followed by other because of their authority and expertise. Expert(~45%) • Strategic, outcome orientation • Believes that leaders motivate others by making it challenging and satisfying to contribute to larger objectives. Achiever (~35%) • Visionary, facilitative orientation • Believes that leaders articulate an innovative, inspiring vision that bring together the right people to transform the vision into reality. Leaders empower others and actively facilitate their development. Catalyst (~10%) 26-Sep-18 © 2017 Project Brilliant LLC 38 Pre-Heroic (~10%) Heroic (conventional) Post-Heroic (post-conventional)
  31. 31. LEADERSHIP AGILITY - KEY ASPECTS Key Aspects Expert Achiever Catalyst Mindset… I My Way We Best way to get work done is… Clone Me Manipulate Experiment Personal motivation… Smart Moving Up Coach Influence through… Command Buy-in Safety & Trust Communication style… 1 : 1 1 : Many Many : Many Organizational view… Tactical Strategic Visionary Focused on… Tasks Results Goals People are… Problems Pawns Assets Team engagement… Doer Compete Collaborate Feedback from subordinates… Uninterested On/Off Bus Listen & Integrate Motivation through… Busy / Output Stretch Goals Transparency Authority from… Expertise Hierarchy Empowerment Systems thinking view… Local Regional Global 26-Sep-18 © 2017 Project Brilliant LLC 39
  32. 32. REINVENTING ORGANIZATIONS – LALOUX CULTURE MODEL 40 Book: Reinventing Organizations (Laloux) Graphic & animation: Peter Green
  33. 33. CULTURE FOLLOWS STRUCTURE 26-Sep-18 © 2017 Project Brilliant LLC 41 © Trail Ridge Consulting, Pete Behrens
  34. 34. COMPETING VALUES FRAMEWORK 26-Sep-18 © 2017 Project Brilliant LLC 42
  35. 35. SIX LEADERSHIP TEAM ATTRIBUTES 1. Small (3-10 people) enough to be effective. 2. Genuinely trust each other and can be vulnerable with each other. 3. Regularly engage in unfiltered conflict around important issues. 4. Leave meetings with clear-cut active and specific agreements around decisions. 5. Hold one another accountable to commitments and behaviors. 6. Members are focused on Team #1 (ahead of their own departments). 26-Sep-18 © 2017 Project Brilliant LLC 43 The Advantage, by Patrick Lencioni
  36. 36. IN CLOSING… • Agile organizations play a completely different game than their waterfall ancestors. • Agile Leadership requires a different mindset. • Focus on the organizational system and enablement of knowledge workers. • Promote trust and safety. • Culture is a reflection of leadership. • Culture follows Structure. 26-Sep-18 © 2017 Project Brilliant LLC 44
  37. 37. CERTIFICATION CLASSES IN PITTSBURGH Certified ScrumMaster® (CSM) Pittsburgh, PA Nov 14-15 Discount code: PittAgile www.ProjectBrilliant.com/events 26-Sep-18 © 2017 Project Brilliant LLC 46
  38. 38. Thank you! Aaron Kopel - CEO Certified Scrum Trainer (CST) Cetified Enterprise Coach (CEC) Aaron@ProjectBrilliant.com 317.253.8500 @aakopel Linkedin.com/in/aaronkopel Project Brilliant, LLC 450 E. 96th St. Suite 500 Indianapolis, IN 46240

×