Embed Size (px)
DESCRIPTION
Management 3.0 Overview, was used to promote my Management 3.0 training arround the world. It is a slighty changed version from Jurgen Management 3.0 50 min presentation.
Citation preview
Email : [email protected]
Twitter: @cuvaalex
Blog: http://agile-alexcuva.blogspot.com/
Phone: +41 78 715 8309
Organizational Coaching
(Management 3.0, Scrum)
Team Coaching
(Scrum, XP, Kanban)
Technical Coaching
(TDD, BDD, C#, Java, Groovy)
Agile Training
(Management 3.0, Agile, Scrum, XP)
Alexandre Cuva
3.0? Why
http://www.versionone.com/state_of_agile_development_survey/10/
1. Managing Changing Priorities
2. Improved Project Visibility
3. Improved Team Morale
4. Accelerated Time to Market
5. Increased Productivity
6. Enhanced Software Quality
7. Simplified Development Process
8. Reduced Risk
http://www.versionone.com/state_of_agile_development_survey/10/
Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. This is what organization is all about, and it is the reason that management is the critical, determining factor.”
- Peter F. Drucker, Management Rev. Ed.
Management 3.0
A team is a complex adaptive system (CAS), because it consists of parts (people) that form a system (team), and the system shows complex behavior while it keeps adapting to a changing environment.
Complexity theory is about change
Complexity theory is […] about the dynamics of change in a system.
– Irene Sanders The Interaction of Complexity and Management
People and relationships
[…] a new theory of business that places people and relationships into dramatic relief.
– Roger Lewin, Birute Regine The Interaction of Complexity and Management
Use a diversity of models
Complexity itself is anti-methodology. It is against "one size fits all."
– Tom Petzinger The Interaction of Complexity and Management
Multiple weak models can make just as much sense as one strong model.
Anticipate, adapt, experiment
Anticipation
Looking forward, proactive, imagining improvement
Adaptation
Looking backward, reactive, responding to change
Experimentation
Trying things out, exploration, experience feedback
Assume subjectivity and reflexivity
The observer influences the system, and the system influences the observer.
The people form the culture, and the culture forms the people.
Management 3.0
Extrinsic Motivation
Desire to achieve goal G
Reward result R
Assuming R leads to G
Problems with non-linear effects
Intrinsic Motivation
Desire to achieve goal G
Where G is its own reward
No non-linear effects
“16 Basic Desires” Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Order Or stable environments
Vengeance The need to strike back
Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
“16 Basic Desires” Acceptance The need for approval
Physical Activity Or exercise
Curiosity The need to think
Power The need for influence of will
Eating The need for food
Romance The need for love and sex
Family The need to raise children
Saving The need to collect
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Tranquility The need to be safe
Order Or stable environments
Vengeance The need to strike back
Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
“16 Basic Desires” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Order Or stable environments
Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
“Self-Determination Theory” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact The need for friends
Idealism The need for purpose
Status The need for social standing
Independence Being an individual
Order Or stable environments
Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
Competence The need to feel capable
Autonomy The need to choose one’s own actions
Relatedness The need to be socially involved
“Self-Determination Theory” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence The need to feel capable
Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
10 Intrinsic Desires Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence The need to feel capable
“Drive” Acceptance The need for approval
Curiosity The need to think
Power The need for influence of will
Honor Being loyal to a group
Social Contact / Relatedness The need for friends
Idealism / Purpose The need for purpose
Status The need for social standing
Independence / Autonomy Being an individual
Order Or stable environments
Competence / Mastery The need to feel capable
Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us. Riverhead, 2009
10 Intrinsic Desires Curiosity The need to think
Honor Being loyal to a group
Acceptance The need for approval
Mastery / Competence The need to feel capable
Power The need for influence of will
Freedom / Independence / Autonomy Being an individual
Relatedness / Social Contact The need for friends
Order Or stable environments
Goal / Idealism / Purpose The need for purpose
Status The need for social standing
360 Degree evaluations
Happiness index
Social networks
B = f (P,E) Behavior is a function of an individual’s personality and his/her environment. - Kurt Lewin
Management 3.0
Empowerment is implementing distributed control by delegating authority
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
Management 3.0
Do not allow individual stakeholder goals to replace extrinsic and emergent goals
Remember to communicate your goals
Management 3.0
Three maturity levels (for skill)
Shu traditional wisdom, learning fundamentals (apprentice)
Ha detachment, breaking with tradition (journeyman)
Ri transcendence, everything is natural (master)
(last column: three similar levels in medieval European guild system)
Note: the Dreyfus Model lists five levels of skill acquisition:
Beginner, Advanced Beginner, Competent, Proficient, Expert
http://en.wikipedia.org/wiki/Shuhari http://en.wikipedia.org/wiki/Master_craftsman http://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition
Competence = maturity in 2 dimensions
1. Self-Development
2. Coaching & Mentoring
3. Training & Certification
4. Culture & Socialization
5. Tools & Infrastructure
6. Supervision & Control
7. Management
7 Approaches to competency development
3 Principles for good KPI’s / metrics
1. The KPI relates to a stakeholder’s purpose
2. The KPI helps improve an aspect of the system
3. The KPI is part of the work of those who are interested in it
Examples:
What about velocity?
What about bug count?
It’s like a balanced scorecard, but 2-dimensional
perspective
dimension
1. Time
2. Tools
3. People
4. Value
5. Functionality
6. Quality
7. Process
1.E
mp
loye
e
2.
Team
3.O
rgan
izat
ion
4.
Cu
sto
mer
5.M
anag
er
6.
Su
pp
lier
7.C
om
mu
nit
y
Management 3.0
Scale-invariant networks (fractals) Best communication across all scales
http://gut.bmj.com/content/57/7.cover-expansion
Value units
System administrators
GUI designers
Project Mgt Office
Community of Practice
Center of Excellence
Human Resources
...
Delivering value to others
Management 3.0
Consider the system
The System
http://en.wikipedia.org/wiki/PDCA
PDCA cycle Deming/Shewhart
Consider the individuals
The Individuals
http://www.change-management.com/
ADKAR model Hiatt
Consider the interactions
The Interactions
http://en.wikipedia.org/wiki/Diffusion_of_innovations
Adoption Curve model Rogers
Consider the environment
The Environment
http://www.newscientist.com/article/mg20327225.700-triumph-of-the-commons-helping-the-world-to-share.html
Five I’s
The Management 3.0 model
Six organizational views based on complexity thinking
Email : [email protected]
Twitter: @cuvaalex
Blog: http://agile-alexcuva.blogspot.com/
Phone: +41 78 715 8309
Organizational Coaching
(Management 3.0, Scrum)
Team Coaching
(Scrum, XP, Kanban)
Technical Coaching
(TDD, BDD, C#, Java, Groovy)
Agile Training
(Management 3.0, Agile, Scrum, XP)
Alexandre Cuva
https://plus.google.com/u/0/102628787365618084989
http://ch.linkedin.com/in/cuvaalex
@cuvaalex (twitter)
http://agile-alexcuva.blogspot.ch (blog)
http://www.slideshare.net/GToronto
59
management30.com (book)
