Hr Game Changer - Introduction to Agile
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Transcript of Hr Game Changer - Introduction to Agile
Agile HR
Agile Defined
“Agility is ultimately about living on the edge, of pushing the envelope, of standing out in a crowd, of being lopsided in a world of conformity” Jim Highsmith
“There's still a tendency for some people to look for a list of commandments to use for a project, which is not what agile is about…” Kent Beck
“Agile is an umbrella term for a set of values, principles and practices that have been shown to deliver what the customer needs, when they need it and to a high level of quality.”
“Build the right thing, build the thing right through continual reflection” Renee Troughton
Agile In A Nutshell
It could be called anything. It is really just about working smarter
It’s an umbrella term
It’s a reflective, evolutionary improvement framework
Who is going Agile?
2015 http://www.versionone.com/pdf/state-of-agile-development-survey-ninth.pdf
Why Agile?
2015 http://www.versionone.com/pdf/state-of-agile-development-survey-ninth.pdf
The Agile Iceberg
Doing Agile
Being Agile
Agile Manifesto Values (2001)
Agile Manifesto Values (2001)
Agile Manifesto Values (2001)
Agile Manifesto Values (2001)
What motivates us
https://www.youtube.com/watch?v=avnHUxSVfVMf
Agile Manifesto Principles
Agile Roles
Agile Process
User Stories
15
User Story Breakdown
Iterations (Sprints / Timeboxes)
Iteration Planning (Sprint Planning)
Visual Management
Daily Stand-up (Daily Scrum/ Huddle)
Showcase (Demo / Sprint Review)
Continuous Improvement (Retrospective)
Exe
rcis
e Let’s xx
• xx
Product backlog
Pig Frog Harry Potter Dracula Pink polka dots
Unicorn Snake Dobby Stars Stripes
White crane Pizza Carrots Brad Angelina
Jennifer Rainbow Cow Chicken
Choose your own adventure
Each table is a team
• Servant Leader
• Product Owner
• Puppet Engineers x ??
• Quality Assurance x ??
1 min
Servant Leader (Scrum Master / Iteration Manager)
Product Owner
Iteration 1 Planning
Product Owners - Decide which puppets you are going to build in the first iteration.
The first iteration will be 8 minutes long.
1 min
The Team
Iteration 1 Build your puppets!
Build your highest priority puppets and ensure they meet your quality standards.
8 min
Iteration 1 Showcase
Let’s see what your stakeholders think about your puppets.
5 min
Iteration 1 Retrospective
Measuring throughput It
erat
ion
1
Iter
atio
n 2
Iter
atio
n 3
Iter
atio
n 4
Iter
atio
n 5
Day
1
Day
2
Day
3
Day
4
Day
5
Day
6
Day
7
Day
8
Day
9
Day
10
Lean Startup
Where to start
Determine what problem you are trying to solve
Understand the type of work – project vs operational/BAU
Understand your classes of service
Visualise your process flow on the Visual Management Board
Add your work to the Visual Management Board
Break big problems down
Collaborate around the work
Continuously improve (and celebrate success)
Measure outcomes and learn from them
More leadership, less management
Doing Agile vs Being Agile
The Agile Framework Family
Going deeper
Advanced and skill relevant courses
Local meetups
A book for almost everything!
Videos and podcasts
Ask an expert
Why it is so hard to change?
It is difficult to get a man to understand
something, when his salary depends on his not understanding it.
- Upton Sinclair
“
“
Types of organisations
HR functional changes by organisation type
Orange Teal
Recruitment Interviews by trained HR personnel, focus is on fit with job description
Interviews by future colleagues, focus is on fit with organisation and with purpose
On boarding Mostly administrative on boarding process Significant training in relational skills and in company culture. Rotation programs to immerse oneself in the organisation
Training Training trajectories designed by HR Mostly skill and management training
Personal freedom and responsibility for training Critical importance of common training that everybody attends
Job titles and job descriptions
Every job has a job title and job description No job titles Fluid and granular roles instead of fixed job descriptions
Individual purpose (It’s not the organisation’s role to help employees identify their personal calling)
Recruitment, training, and appraisals used to explore juncture of individual calling and organisational purpose
Flexibility & time commitment
- Honest discussion about individual time commitment to work vs. other meaningful commitments in life High degree of flexibility in working hours, as long as commitments are upheld
Performance management
Focus on individual performance Appraisals established by hierarchical superior Appraisal discussion aims for objective snapshot of past performance
Focus on team performance Peer-based processes for individual appraisals Appraisal discussion turned into personal inquiry into one’s learning journey and calling
Compensation Decision made by hierarchical superior Individual incentives Meritocratic principles can lead to large salary differences
Self-set salaries with peer calibration for base pay No bonuses, but equal profit sharing Narrower salary differences
Appointments & promotions
Intense jockeying for scarce promotions leads to politics and dysfunctional behaviour Silos: every manager is king of his castle
No promotions, but fluid rearrangement of roles based on peer agreement Responsibility to speak up about issues outside of one’s scope of authority
Dismissal Boss has authority (with HR approval) to dismiss a subordinate Dismissal mostly a legal and financial process
Dismissal last step in mediated conflict resolution mechanism In practice very rare Caring support in turn dismissal into a learning opportunity
Mainstreaming
"All this terminology of rankings - forcing rankings along some distribution curve or whatever - we're done with that," Nanterme said of Accenture's decision. "We're going to evaluate you in your role, not vis-à-vis someone else who might work in Washington, who might work in Bangalore. It's irrelevant. It should be about you.“
"Employees that do best in performance management systems tend to be the employees that are the most narcissistic and self-promoting. Those aren't necessarily the employees you need to be the best organisation going forward.“
Brian Kropp, the HR practice leader for CEB
http://www.smh.com.au/business/workplace-relations/goodbye-rankings-accenture-gives-annual-performance-reviews-the-flick-20150722-gihn7y
Agile is Cultural Shift
Low focus
Medium focus
High focus
Inn
ova
tio
n
(Ris
k O
rien
tati
on
)
Em
ph
asis
on
Peo
ple
(F
airn
ess
Ori
enta
tio
n)
Team
wo
rk
(Co
llab
ora
tio
n O
rien
tati
on
)
Em
ph
asis
on
Ou
tco
me
(A
chie
vem
ent
Ori
enta
tio
n)
Att
enti
on
to
Det
ail
(Pre
cisi
on
Ori
enta
tio
n)
Ag
gre
ssiv
enes
s (C
om
pet
itiv
e O
rien
tati
on
)
Sta
bili
ty
(Ru
le O
rien
tati
on
)
http://study.com/academy/lesson/what-is-organizational-culture-definition-characteristics.html
Agile transformations to date
SCALE
HR
Money
Governance
Work
Techniques
Practices
Process
Principles
Values
TEAM ORG
The potential role of HR in the future
New ‘ways of working’ transformational coaches
Intrinsic motivation
Transparency in everything
Equality of focus – customer, partner, people, shareholder, community
Self structural, self managed
On boarding trainers for organisational culture
Experts in disagreement mediation through non violent communication
Decentralised enablers
People operations @ Google
Facilitators not directors of discussions
The people who are impacted by the change are the ones the define the change (and explain it)
Identify hypotheses and test them
Questions?
unbounddna.com Theagile
revolution.com
agileforest.com
@agilerenee
Renee Troughton
leanpub.com/u/reneetroughton
pimpmyboard.com
Enterprise transformation
metamodel.com
