how_do_we_help_executives_and_managers_learn_the_new_mindset
Differences
This shows you the differences between two versions of the page.
Both sides previous revisionPrevious revisionNext revision | Previous revision | ||
how_do_we_help_executives_and_managers_learn_the_new_mindset [2018/06/04 15:27] – hpsamios | how_do_we_help_executives_and_managers_learn_the_new_mindset [2020/07/16 09:01] (current) – hans | ||
---|---|---|---|
Line 1: | Line 1: | ||
====== How Do We Help Executives and Managers Learn the New Mindset? ====== | ====== How Do We Help Executives and Managers Learn the New Mindset? ====== | ||
- | ====== Premise ====== | + | It is often hard to get managers and executives take the time to learn about an agile transformation in a serious way. I am a firm believer in the idea that "the performance of work is the result of the system" |
- | + | ||
- | It is often hard to get managers and executives take the time to learn about an agile transformation in a serious way. I am a firm believer in the idea that "the performance of work is the result of the system" | + | |
====== Discussion ====== | ====== Discussion ====== | ||
- | One of the problems I've found is that, as coaches, we tend to say things "you need to learn about agile (or Cost of Delay or servant leadership or ...). This is all true but is also often not a useful way to get people interested in what you are " | + | One of the problems I've found is that, as coaches, we tend to say things "you need to learn about agile (or Cost of Delay or servant leadership or …). This is all true but is also often not a useful way to get people interested in what you are " |
For this reason I have found it is sometimes better to work a series of workshops as a series of business problems that we want to address, and so avoid not only the buzzword jargon, but also focus on improvement which most reasonable people are interested in pursuing. These subjects become a vehicle for the agile subjects we then want to address. | For this reason I have found it is sometimes better to work a series of workshops as a series of business problems that we want to address, and so avoid not only the buzzword jargon, but also focus on improvement which most reasonable people are interested in pursuing. These subjects become a vehicle for the agile subjects we then want to address. | ||
Line 13: | Line 11: | ||
Here are some examples of the approach: | Here are some examples of the approach: | ||
- | < | + | < |
- | < | + | |
- | ^ Business Problem | + | ^Business Problem |
- | |How do teams manage their work? | Demo of the board (and any tooling). Use cases such as “at the daily meeting”, “break in work during the day”, “using metrics at a retrospective” | | + | |How do teams manage their work?|Demo of the board (and any tooling). Use cases such as “at the daily meeting”, “break in work during the day”, “using metrics at a retrospective”| |
- | |How do we improve efficiency? | + | |How do we improve efficiency? |
- | | How do we (management) help teams become more effective? | Cover servant leadership, engagement, gemba, decentralized decision making, developing the system / culture, the purpose / mastery / self-directed discussion. Shield the team from outside influences. Also helping managers (over-)communicate. Collaboration techniques. | | + | |How do we (management) help teams become more effective? |
- | | How do we coordinate and align the activities of multiple teams? | Introduction to elements of SAFe, PI Planning, for example, or other scaling approaches | | + | |How do we coordinate and align the activities of multiple teams? |
- | |How do we rollout agile to the organization? | + | |How do we rollout agile to the organization? |
- | | How can we improve our understanding of who are customers are and what they want? | Cover value stream mapping. Personas etc. perhaps before work breakdown as need that orientation. Context diagrams (goes into / goes out of) | | + | |How can we improve our understanding of who are customers are and what they want?|Cover value stream mapping. Personas etc. perhaps before work breakdown as need that orientation. Context diagrams (goes into / goes out of)| |
- | |How do we breakdown work? | Cover value vs task orientation. Requirements model. Flow of work - epics to features to stories | | + | |How do we breakdown work?|Cover value vs task orientation. Requirements model. Flow of work - epics to features to stories| |
- | |How do we budget and forecast cost, completion date? | Estimation, key metrics, using points (or cycle time) / prioritized backlog, feature / epic progress based on completion, drivers for forecasting (e.g. Scope expansion, defect recycle, dependencies) | | + | |How do we budget and forecast cost, completion date? |
- | |How will we need to change our (project) governance approach? | Now that we understand changes in forecasting model, breakdown structure what impact does it have on our governance model | | + | |How will we need to change our (project) governance approach? |
- | | How do current organizational roles work in the new environment? | + | |How do current organizational roles work in the new environment? |
- | | Why do we need to change our approach to work? (Maybe too esoteric). | Speed of change; Cynafin understanding.| | + | |Why do we need to change our approach to work? (Maybe too esoteric).|Speed of change; Cynafin understanding.| |
- | </ | + | |
- | </ | + | </ |
====== Want to Know More? ====== | ====== Want to Know More? ====== | ||
+ | |||
+ | * [[What Are the Characteristics of a Great Manager|]]: Provides an understanding of characteristics based on Google' | ||
+ | * [[what_is_the_structure_of_a_leadership_program_in_an_agile_transformation|What is the Structure of a Leadership Program in an Agile Transformation? | ||
By way of background, “Leading SAFe” has the following sections. | By way of background, “Leading SAFe” has the following sections. | ||
- | + | ||
* Introducing SAFe | * Introducing SAFe | ||
- | * / Embracing Lean-Agile Mindset | + | * Embracing Lean-Agile Mindset |
- | * House of Lean | + | * House of Lean |
- | * Agile Manifesto | + | * Agile Manifesto |
- | * / Understanding SAFe principles | + | * Understanding SAFe principles |
- | * Take the economic view | + | * Take the economic view |
- | * Apply systems thinking | + | * Apply systems thinking |
- | * Assume variability, | + | * Assume variability, |
- | * Build incrementally with fast, integrated learning cycles | + | * Build incrementally with fast, integrated learning cycles |
- | * Base milestones on objective evaluation of working systems | + | * Base milestones on objective evaluation of working systems |
- | * Visualize and limit WIP, reduce batch sizes, and manage queue lengths | + | * Visualize and limit WIP, reduce batch sizes, and manage queue lengths |
- | * Apply cadence, synchronize with cross domain planning | + | * Apply cadence, synchronize with cross domain planning |
- | * Unlock the intrinsic motivation of knowledge workers | + | * Unlock the intrinsic motivation of knowledge workers |
- | * Decentralize decision making | + | * Decentralize decision making |
- | * / Implementing an Agile Release Train | + | * Implementing an Agile Release Train |
* Experience PI Planning | * Experience PI Planning | ||
- | * / Executing and Releasing Value (Program level – perhaps more for L4?)) | + | * Executing and Releasing Value (Program level – perhaps more for L4?)) |
- | * Develop Vision, Roadmap, Program Backlog | + | * Develop Vision, Roadmap, Program Backlog |
- | * Prioritize the Program Backlog | + | * Prioritize the Program Backlog |
- | * Execute the iterations of the Program Increment | + | * Execute the iterations of the Program Increment |
- | * Execute the Program Increment | + | * Execute the Program Increment |
- | * Improve performance with Inspect and Adapt | + | * Improve performance with Inspect and Adapt |
- | * Release value on demand | + | * Release value on demand |
- | * / Building an Agile Portfolio | + | * Building an Agile Portfolio |
- | * Define strategic themes for a portfolio | + | * Define strategic themes for a portfolio |
- | * Identify portfolio value streams | + | * Identify portfolio value streams |
- | * Portfolio Epics | + | * Portfolio Epics |
- | * Transition from project cost accounting to lean-agile budgeting | + | * Transition from project cost accounting to lean-agile budgeting |
- | * Forecast Epics on near term Roadmap | + | * Forecast Epics on near term Roadmap |
* Building Really Big systems | * Building Really Big systems | ||
* Leading the Lean-Agile Enterprise (get the feeling this is what the learning program is) | * Leading the Lean-Agile Enterprise (get the feeling this is what the learning program is) | ||
- | + | ||
In other words, “Leading SAFe” has a good % of content that is relevant. | In other words, “Leading SAFe” has a good % of content that is relevant. | ||
{{tag> | {{tag> | ||
+ | |||
+ | |||
/home/hpsamios/hanssamios.com/dokuwiki/data/attic/how_do_we_help_executives_and_managers_learn_the_new_mindset.1528151241.txt.gz · Last modified: 2020/06/02 14:28 (external edit)