Ralph van Roosmalen. Management 3.0 Facilitator Distributed Software Development Agile Coach

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2 Ralph van Roosmalen Management 3.0 Facilitator Distributed Software Development Agile Coach 2

3 Engage people, improve everything, and delight the customers 3

4 Make sure: All team members care about what they do Everyone is trying to make things better every day and the customers are happy. The goal of a boss in all of this is just to make sure that in the end, the people can do this without his help and he can help other people. 4

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8 Management 3.0 8

9 Scrum Mike Cohn. Succeeding with Agile: Software Development using Scrum,

10 Lean Startup ideas data product measure Eric Ries, The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation,

11 Design Thinking viability desirability feasibility Richard Buchanan, Wicked Problems in Design Thinking 11

12 Why Agile? 12

13 Barriers to further Agile Adoption 13

14 Management is about human beings. Its task is to make people capable of joint performance [ ]. Management is the critical, determining factor. Peter F. Drucker Management: Revised Edition,

15 Management is too important to be left to the managers. Jurgen Appelo Management 3.0 #Workout:

16 Management

17 A team is a complex adaptive system (CAS), because it consists of parts (people) that form a system (team), which shows complex behavior while it keeps adapting to a changing environment. 17

18 5) Anticipate, adapt, explore Apart from looking forward (proactive), and looking backward (reactive), don t forget to try things out (safe-to-fail experiments). Evolutionary systems by their nature involve experimentation. Mike Rother, Toyota Kata,

19 Example: Spikes Experiment with tools, techniques, and architectures Alex S. Bayley, Creative Commons

20 7) Shorten the feedback cycle Systems with slower feedback cycles have higher extinction rates. The only way to win is to learn faster than anyone else. Eric Ries, The Lean Startup,

21 Example: Iterations From 4-week sprints to continuous delivery in a few years Alexis O Connor, Creative Commons

22 8) Steal and tweak Successful systems spend most of their time copying and adapting ideas from others. We usually think of innovation as inventing new things, but we may be smarter to think of it as recombining old ones. TheBuildNetwork, A Smarter Definition of Innovation 22

23 Example: Happiness door Feedback door + happiness index = happiness door. 23

24 Management

25 People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated. 25

26 What are the best ways to get to know team members 26

27 One-on-one meetings 27

28 MBTI assessments 28

29 Happiness index 29

30 Gallup s 12 questions 1. Do I know what is expected of me at work? 2. Do I have the materials and equipment I need to do my work right? 3. At work, do I have the opportunity to do what I do best every day? 4. In the last seven days, have I received recognition or praise for doing good work? 5. Does my supervisor, or someone at work, seem to care about me as a person? 6. Is there someone at work who encourages my development? 7. At work, do my opinions seem to count? 8. Does the mission/purpose of my company make me feel my job is important? 9. Are my co-workers committed to doing quality work? 10. Do I have a best friend at work? 11. In the last six months, has someone at work talked to me about my progress? 12. This last year, have I had opportunities at work to learn and grow? 30

31 Social networks 31

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33 Teams can self-organize, and this requires empowerment, authorization, and trust from management. 33

34 The Seven Levels of Delegation

35 The 7 Levels of Delegation is a symmetrical model. It works in both directions.

36 A delegation board enables management to clarify delegation and foster empowerment for both management and workers.

37 Self-organization can lead to anything, and it s therefore necessary to protect people and shared resources and to give people a clear purpose and defined goals. 37

38 Identity Symbols The team defines its own identity Name, logo, mascotte, website, etc. Generates team work / team spirit 38

39 OKRs Developed at Intel Used by Google, LinkedIn, Spotify, Zynga and many more

40 Example of an OKR Objective Launch an awesome MVP Key Results 40% of users come back 2 times in one week 100+ recommendations 15% conversion

41 OKRs Example 40% of users come back 2 times 75% 100+ recommendations 20% 15% conversion 67% Objective Avg() Launch an awesome MVP 54%

42 Teams cannot achieve their goals if team members aren t capable enough, and managers must therefore contribute to the development of competence. 42

43 Exploration Days Everyone spends one day of learning Try to deliver something within 24 hrs Demo the results to colleagues, what did you learn? 43

44 Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication. 44

45 Business Guilds Let people organize around certain topics Such as specific technologies or disciplines Have them form virtual communities 45

46 Game: Meddlers 46

47 Game: Meddlers Business Analyst Product Owner Software Developer Database Administrator Project Manager Scrum Master Line Manager Quality Assurance Manager Software Tester Network Administrato r Software Architect User Experience Designer 47

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49 People, teams, and organizations need to improve continuously to defer failure for as long as possible. 49

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51 Change Management 3.0

52 Game: Change Agent 52

53 Management

54 Want to learn more? Go to Management3.0.com and read all about it on the website Buy the Management 3.0 book Download the #Workout book for free (yes for free but you can also buy a hardcopy of course) Attend a Meetup Attend a workshop or training Or just contact me

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56 Intrinsic Motivation Desire to achieve goal G Where G is its own reward No non-linear effects 56

57 16 Basic Desires Acceptance The need for approval Physical ActivityOr 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,

58 16 Basic Desires Acceptance The need for approval Physical ActivityOr 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,

59 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,

60 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 Competence Autonomy Relatedness The need to feel capable The need to choose one s own actions The need to be socially involved Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press,

61 Self-Determination Theory Acceptance Curiosity Power Honor Social Contact / Relatedness Idealism Status Independence / Autonomy Order Competence The need for approval The need to think The need for influence of will Being loyal to a group The need for friends The need for purpose The need for social standing Being an individual Or stable environments The need to feel capable Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press,

62 10 Intrinsic Desires Acceptance Curiosity Power Honor Social Contact / Relatedness Idealism Status Independence / Autonomy Order Competence The need for approval The need to think The need for influence of will Being loyal to a group The need for friends The need for purpose The need for social standing Being an individual Or stable environments The need to feel capable 62

63 Drive Acceptance Curiosity Power Honor Social Contact / Relatedness Idealism / Purpose Status Independence / Autonomy Order Competence / Mastery The need for approval The need to think The need for influence of will Being loyal to a group The need for friends The need for purpose The need for social standing Being an individual Or stable environments The need to feel capable Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us. Riverhead,

64 10 Intrinsic Desires Curiosity Honor Acceptance Mastery / Competence Power Freedom / Independence / Autonomy Relatedness / Social Contact Order Goal / Idealism / Purpose Status The need to think Being loyal to a group The need for approval The need to feel capable The need for influence of will Being an individual The need for friends Or stable environments The need for purpose The need for social standing 64

65 Curiosity The need to think 65

66 Honor Sharing values with a group 66

67 Acceptance The need for approval 67

68 Mastery The need to feel competent 68

69 Power The need for influence of will 69

70 Freedom Being an independent individual 70

71 Relatedness The need for social contacts 71

72 Order The need for stable environments 72

73 Goal The need for purpose 73

74 Status The need for social standing 74

75 Exercise: Moving Motivators 1. Put the motivator cards in order, from unimportant to important 2. (You may leave out any cards you don t want to use.) 75

76 Exercise: Moving Motivators 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 positive change negative change 76

77 Exercise: Moving Motivators 5. Explain 1 or 2 of the changes 6. Repeat for each player 77

78 Exercise: Moving Motivators 2x15 minutes 78

79 Exercise: Moving Motivators 79

80 Debrief 80

81 Contact Ralph van Roosmalen Agile Strides - Coaching & Consultancy Zandstraat 27a 5391 AL Nuland The Netherlands CoC Number: