External Presentation Template - Building Business … · documentation and project schedule ......
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Transcript of External Presentation Template - Building Business … · documentation and project schedule ......
Leadership AgilityPrepare yourself for a new approach to leadership
#TechAtLiberty
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Your Speakers Today…
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73rd 800 OFFICES
4,000+
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Leadership
• To guide or direct
• To serve• To go
Agility
• To move• To be
graceful
Today’s discussion…
Goals of Presentation
• Help you understand it will be different as managers
• Once through the process, it will be better / more effective
• Lower your fear and concerns about agile change
• Ideas and tools to help implement some of the processes
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The classic view of management…
Planning
Organizing
Leading
Controlling
Four Functions of Management
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How we (used to) get work done…
Scope(Idea /
Inception)
Business Requirements
(BRS)(Inception)
Technical Requirements (Elaboration)
Development(Construction)
Testing(Q/A & UAT)
Deployment(Transition)
Assist in scope definition, documentation and project schedule construction with Project Manager.
Owns and manages gathering, soliciting , documenting and verifying business requirements. These should include business cases, acceptance criteria, process flows, etc.
Advises and Informs on business requirements, process flow, etc. Attends design sessions and contributes to knowledge transfer to SA. Signs-off on solution specifications, ensuring stakeholder awareness, understanding, and agreement.
Represents the business interests and provides clarification on acceptance criteria and other detailed requirements.
Represents the business interests and provides clarification on acceptance criteria and other detailed requirements. Review test cases for alignment with requirements. Participate in UAT sessions and defect review.
Release Management, Training &
Communications
Aid in deployment communications, gap analysis, work-arounds and training sessions.
Provide on-going information and feedback to training plans, communication plans, and materials.
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And then this happened…
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Our Agile roadmap so far…
2016 2017 2018
Large Scale SAFe Pilot
Agile Transition Office Formed
Investment Themes
Organizational Design
New Jobs / Roles
Wave 1 Wave 2 Wave 4Wave 3 Wave 5
A New CultureForms
DAD
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It’s not just changes to how software is developed…
Leadership Agility
Cloud Computing and Security
Artificial Intelligence
Employee Expectations
Speed to Market
Product Distribution Channel Evolution
New Risk Categories (Driverless Cars and Trucks)
New Technologies (Block Chain)
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Pause and Reflect
Our evolution towards an agile framework; with it’s new ceremonies, new tools, new values, new terminology, new roles, and new responsibilities, has caused us to pause and reflect.
And what we realized, is that we have to look at management and leadership in an entirely new light.
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How have we applied leadership agility…
CultureResource Role Changes
Give Control
Re-Skilling
Agile Coaching Performance Reviews
TalentSelection
Recognition & Rewards
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Resource
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Culture
Beliefs
Behaviors
ValuesCulture
Waterfall Agile
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Role Changes
Current AssociateP.O.
ProductOwner
Sr. Product Owner
ScrumMaster
Developer Team Member
Business Analyst X X X X
Systems Analyst X X X
Developer XUAT/QA X X
Manager
Technical Capabilities Manager
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Role Changes
Big ChangesBrainpower Faster
Engagement BetterPassion LighterEnergy Questions
Commitment ThinkingGrit Defend
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Give Control
Provide Clarity
Develop Competence
Achieve Greatness
Give Control – Job Crafting
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Innoversity Presents
In Association with Cox-O’Brien Moving Pictures
Achieving Greatness
https://youtu.be/OqmdLcyES_Q
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Re-SkillingT-Skills
Soft Leadership CoachingTeam Dynamics
Go-4-Code
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Agile
Agile Transition Office Human Resources
Mentors / Shadowing Manager TransitionIndustry Resources
Portfolio Management Go & SeeBusiness
Drivers IT Strategy
Coaches TerminologyUn-conference New Tools MVP Libraries
Agile – All In
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CoachingTools and CeremoniesTeam NOT Individual
PoliticsDisagreement
Strong Personalities
Negotiation
Trusting OthersRelease Control
EncouragementTeam Development
Leadership
Rewards
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Performance Reviews
• Continual• TEAM Support and Success• Must look at individual impact
to the team
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TalentSelection
Interview Tools Retraining Recruiters Criteria Team Involvement Purists versus Realists Soft Skills
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• Acknowledgement, • Identification, • Provide Credit, • Appreciation, • Value, • Honor, • Attention, • Success.
Recognition & Rewards
Recognition - Individual verses the Agile Team
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Personal Recognition
Timing – Make sure the recognition is timely o Give recognition as soon as possible after good
performance takes place! Target / Specify – Make sure to tell the individual exactly what they
are being recognized foro Be specific and target the message you are giving the
recognition. Reinforce the good behavior you saw Sincerity / Transparency – Be totally transparent and sincere when
presenting the recognition.o Remember insincere praise is usually worse than none at
all. Practice speaking from the heart. Make sure it is personable.
Personal – Ensure you give the “right” recognition for the individual. o Target the individual and not the general team. Personalize
the delivery.o Remember it does not need to be expensive but memorable.
Proportional – Is the recognition appropriate for the achievement?o Align the right award for the results of the effort.
Memorable – Will the employee remember this in the future or just another item?
o It does not need to be expensive.
Agile/core principle behaviors – Did the employee reinforce the importance of living and demonstrating the core principles we want demonstrated
Team Recognition – Who, Why, When, What
(Who) You need to make all employees eligible for the recognition. Never exclude any employee or group of employees.
(Why) The recognition must supply the employer and employee with specific information about what behaviors or actions are being rewarded and recognized. The more clearly you design and communicate the criteria for eligibility for the award, the easier it is for employees to perform accordingly.
(When) The recognition should occur as close to the performance of the actions as possible, so the recognition reinforces the behavior the employer wants to encourage.
(What) Tie to the employee’s perception of value – people know when they’re valued, and they should have a good idea of their value to the organization. Monetary rewards can skew this notion of value, linking it to cash when it should be linked to appreciation of extra effort and smarts. Money is appropriate much of the time, but it’s not the only – or even the most effective – motivator.
Rec
ogni
tion
Che
cklis
t
It’s all about making the employee feel valued, special and wanting to replicate the action
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What’s happening with you…
CultureResource Role Changes
Give Control
Re-Skilling
Agile Coaching Performance Reviews
TalentSelection
Recognition & Rewards
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Thank you and we hope you enjoy the conference!