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Slides from workshop at http://startupcampberlin.de/2013/
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Agile Leadership
Practices for Pioneers#SCB13
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Stefan HaasIndependent Agile Coach & Trainer www.haaslab.net
@haaslab
• 15+ years practice in Agile Product Development
• Lead Program Manager for Media/Telco, Product Owner and CTO in Startup
• Initiator of #PoDoJo learning community for product owner, Agile Game Lab for making&playing learning games of Lean&Agile and a business culture hacker community
• Founder of kunstraummitte, a platform for contemporary art and Traktor, an open space for electronic live music during 90s in Berlin
STEFAN HAAS - INDEPENDENT AGILE COACH AND TRAINER
[email protected] www.haaslab.net @haaslab facebook.com/haaslab +49 171 2878591
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Build projects around motivated individuals. Give them the environment and
support they need, and trust them to get the job done.
http://agilemanifesto.org/principles.html, principle # 5
The best architectures, requirements, and designs
emerge from self-organizing teamshttp://agilemanifesto.org/principles.html, principle # 11
„...these software developers had discovered a solution to the problem of combining disciplined execution of high-level intellectual work with continuous innovation...“ (Steve Denning)http://blogs.forbes.com/stevedenning/2011/04/29/scrum-is-a-major-management-discovery
http://www.youtube.com/watch?v=UA4o1LUIqts&feature=share&list=PLSi_pM0_nNmPMwcUS6WlJ8EnI5zbMv_eg
„In our industry, value has a habit of changing because, quite often, customers don’t really know what they want. In addition, once they see new software in action, their idea of what they want will invariably shift.“
Mary and Tom Poppendieck, Implementing Lean Software Development From Concept to Cash
http://theleanstartup.com/principles
„As a result Beck’s Beyond Agile Manifesto comprises:
Team vision and discipline over individuals and interactions (over processes and tools)
Validated learning over working software (over comprehensive documentation)
Customer discovery over customer collaboration (over contract negotiation)
Initiating change over responding to change (over following a plan)“ (Steve Denning)
http://www.forbes.com/sites/stevedenning/2011/05/04/innovation-applying-inspect-adapt-to-the-agile-manifesto
•Complexity Thinking as a point of view for leaders •Appreciate Agile as a way of dealing with uncertainty•Thinking Tools:
•Systems Thinking Diagnostic Tools (5 Why, Ishikawa and Causal Loop)
•Moving Motivators
WORKSHOP TAKE-A-WAYS
3 hr
Decide on group size: 3-5KPI: Sum of differencesProperties:- Gender: Male, Female, Female, Complicated (3)- Company: Wooga, Wooga, Wooga, Wooga (0)- Job Role:- Passion:- Level of Experience with Agile:- Your Choice:Grab a sheet per group and GO!
SELF-ORGANIZE FOR MAXIMUM DIVERSITY
5 Min.
2011, Raj Mudhar - [email protected]
Empirical Process Control
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2011, Raj Mudhar - [email protected]
Where do we work?45
WHAT IS YOUR PREDOMINANT OPERATION AND DECISION MODEL?
5 Min.
0 - Dysfunction, I don’t care about your needs1 - I am receptive and open2 - I respond to teams’ needs (remove impediments)3 - My response generates velocity increase4 - I anticipate teams’ needs and enable higher business value and team performance BEFORE becomes an impediment
* Each level builds on the previous level
WHAT IS YOUR LEADERSHIP STYLE?
5 Min.
CommitmentFocus Transparency
OpennessRespect
Courage 5 Min.
1510 Min.
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CAUSAL LOOP DIAGRAM
ISHIKAWA AND 5WHY DIAGRAM
1. Pick a Post-‐It from the Success & Failure exercise2. Take a sheet of paper and draw a causal loop, ishikawa or 5 why diagram
3. Share with the other groups what you have found
Exercise: System Thinking -‐ Analyse a Problem
15 Min.
1) Address complexity with complexity
The brain is more complex than any toolUse stories, metaphors, pictures…
The complexity of a system mustbe adequate to the complexity of the environment that it finds itself in.
Max Boisot, “Complexity and the I-‐Space”The InteracLon of Complexity and Management
Example: Personas & Stories
hNp://www.flickr.com/photos/nnova/2081056587/ © 2007 Nicolas Nova, CreaLve Commons 3.0
Requirements as longpages with text doesn’t work.
2) Use a diversity of perspec6vesMul8ple weak models can make more sense than one strong model.
Complexity itself is anLmethodology. It is against
"one size fits all."
Tom Petzinger, “Reality and Complexity”The InteracLon of Complexity and Management
Example: Planning Poker
hNp://www.flickr.com/photos/\wrdh/4613168626/ © 2010 \wrdh, CreaLve Commons 3.0
Make use of the mentalmodel of every team member.
3) Assume dependence on context
What worked in the past, or for others, is not guaranteed to work for you now.
Best pracLce is always past pracLce.
Dave Snowden, “From Organic to Complex Knowledge Management…”The InteracLon of Complexity and Management
Example: RetrospecLve
hNp://www.flickr.com/photos/magnus_d/5121009259/ © 2010 Magnus D, CreaLve Commons 3.0
Assume tomorrow’s processwill be different from yesterday.
4) Assume subjec6vity and coevolu6on
The observer influences the system, and the system influences the observer.
What you measure is what you get.
hNp://en.wikipedia.org/wiki/Goodhart's_law Goodhart’s Law
Example: Velocity
hNp://www.flickr.com/photos/kakutani/2761992149/ © 2004 Shintaro Kakutani, CreaLve Commons 3.0
Focus on the metric andit is sure to go up.
5) An6cipate, adapt, exploreApart from looking forward (proac8ve), and looking backward (reac8ve), don’t forget to try things out (safe-‐to-‐fail experiments).
EvoluLonary systems by their nature involve experimentaLon.
Mike Rother, Toyota Kata, 2009
Example: Paper Prototypes
Experiment with tools,techniques, and architectures.
6) Develop models in collabora6on
Does the model help people to make sense of the world (insight and understanding)?
Those formula4ng the abstrac4on are making a gesture whose meaning can only emerge in many, many local
interac4ons.
Ralph Stacey, Complexity and OrganizaLonal Reality, 2010
Example: Process visualizaLon
hNp://www.flickr.com/photos/orcmid/3879260111/ © 2009 Dennis Hamilton, CreaLve Commons 3.0
The process is what you see,not what you receive in a binder.
7) Shorten the feedback cycleSystems with slower feedback cycles have higher ex8nc8on rates.
The only way to win is to learn faster than anyone else.
Eric Ries, The Lean Startup, 2011
Example: IteraLons
hNp://www.flickr.com/photos/lxsocon/707845930/ © 2007 Alexis O’Connor, CreaLve Commons 3.0
From 4-‐week sprints toconLnuous delivery in a few years.
8) Steal and tweakSuccessful systems spend most of their 8me copying and adap8ng ideas from others.
We usually think of innovaLon as invenLng new things, but we may be smarter to think of it as
recombining old ones.
TheBuildNetwork, “A Smarter DefiniLon of InnovaLon”hNp://thebuildnetwork.com/innovaLon/innovaLon-‐by-‐combinaLon/
Example: Brainstorming
Build on the Ideas of OthersDefer JudgementGo for QuanLty
1. Address complexity with complexity2. Use a diversity of perspec8ves3. Assume dependence on context4. Assume subjec8vity and coevolu8on5. An8cipate, adapt, explore6. Develop models in collabora8on7. Shorten the feedback cycle8. Steal and tweak
Complexity Thinking
We should not take our models too
seriously.
IntroducLon to Systems ThinkingGerald M. Weinberg
Oh, and by the way...
People are the most important parts of an organizaLon and managers
must do all they can to keep people acLve, creaLve, and moLvated.
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39http://www.youtube.com/watch?v=u6XAPnuFjJc&feature=share&list=PLSi_pM0_nNmPMwcUS6WlJ8EnI5zbMv_eg
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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Curiosity
The need to think41
Honor
Sharing values with a group42
Acceptance
The need for approval43
Mastery
The need to feel competent44
Power
The need for influence of will45
Freedom
Being an independent individual46
Relatedness
The need for social contacts47
Order
The need for stable environments48
Goal
The need for purpose49
Status
The need for social standing50
1. Put the motivator cards in order, from unimportantto important
2. (You may leave out any cards you don’t want to use.)
Exercise: Moving Motivators
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3. Consider an important change in your work (for example, becoming a more Agile organization)
4. Move cards up when the change is positive for that motivator; move them down when the change is negative
Exercise: Moving Motivators
positive change
negative change52
5. Explain 1 or 2 of the changes6. Repeat for each player
Exercise: Moving Motivators
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Exercise: Moving Motivators
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15 minutes
Debrief
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•The workshop provided me with a basic understanding of the concepts systems thinking, complexity thinking, agile management, intrinsic motivation, organizational growth and situational leadership (1-5)
•The workshop provided me with concrete practices to deal with complexity and uncertainty as a servant leader (1-5)
•In case I brought an issue to the class I have received mentoring for my current scaling (1-5)
FEEDBACK
•...
I LIKE, I WISH, WHAT IF?
•...
ALL THINGS CONSIDERED, WOULD YOU RECOMMEND THE 3 HOUR WORKSHOP TO SOMEONE? (1-10: 1 BEING “NO”, 10 BEING “YES, ABSOLUTELY!”)
•... write something now on a PostIt or send me an email: [email protected] and you will receive a discount of 15% for one of my upcoming workshops - don’t forget to add your e-mail/twitter contact
PLEASE ADD ANY ADDITIONAL COMMENTS OR FEEDBACK THAT I CAN SHARE ...
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Agile Leadership Practices
for PIONEERSStefan Haas & Mike Leber,
2-3. May 2013, Hotel Michelberger, Berlin
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Product Owner DoJo,Stefan Haas &
Catherine Louis, June 18-20 2013, betahaus, Berlin
