Loading presentation...

Present Remotely

Send the link below via email or IM

Copy

Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.

DeleteCancel

Make your likes visible on Facebook?

Connect your Facebook account to Prezi and let your likes appear on your timeline.
You can change this under Settings & Account at any time.

No, thanks

Copy of AGILE

No description
by

Sebastian Foldvary

on 11 October 2016

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of Copy of AGILE

Engagement
Performance Management
IBM 1:3:9 Model
AGILE
Leadership
Acertijo
Las hojas de cada libro hacen un cuerpo de 10 cm. Cada tapa mide 0,25 mm.
¿Cuántos centímetros recorre un gusano desde la primera página del primer libro hasta la última del último?
Organization Culture
“A pattern of shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems”.

Source: Corporate culture and Leadership, Edgar H. Schein.

Money ball
Iceberg Model
Artefacts
Beliefs
Basic presumtions
Visible
Not visible
(underlay)
Values
Organizational Culture
Culture shapes the man, who in turn,
shapes the culture
Último Samurai
Watzlawick’s Theory
Video Antz
Ejercicio Agile
Values of an Agile team and leader
3 IBM Principles of Agile
1. Begin with clarity about the outcome, let it guide every step along the way.

2. Listen, iterate, learn and course correct, rather than wait until it's perfect.

3. Encourage self-direction for teams to unleash innovation, instead of concentrating leadership in the hands of a select few.

The “Recipe” for Creating
Self-Directed Teams
1.
Set clarity of purpose.
Organize the team around a common goal.

2.
Create a productive environment.
Small, empowered cross functional teams
Right resources at the right time, doing the right work.
Remove bottle-necks and obstacles.

3.
Inspire teams to do great work.
Govern for greatness
Throttle the work hitting the team
Steerage
Create the right environment for innovation to flourish.

Heroes Road
Some important Agile tools
Results rhombus
Overcoming the dysfunctions
Inattention to...
Avoidance of...
Lack of...
Fear of...
Absence of...
Exercise (Team assesment) & Scoring
Leading into the Future
Transformational Leadership Framework
Core to Agile:
a culture of feedback
It is important to build a culture of feedback in your teams, for ALL to share their thoughts about each other and the work.

You share feedback about each other by:
Giving feedback
Receiving feedback

Giving feedback
Receiving Feedback
Stakeholders map
How could you use this with your team?


What could you learn?

Stand Ups
Meet with your team
often
to discuss:

What I have done since the last we met?

What I plan to do before we next meet?

What could be a road block for me?

Minimize Work in Progress (WIP)
Prioritize and re-prioritize.

Have the courage to say ‘No’.

Provide coaching and feedback.

Feedback capture grid
Used to share feedback about the work and inspire greater work.

Feedback Capture Grid: Use the grid to discuss and document what a person:
What Worked Well
Even Better If…
Questions sparked
New Ideas/A-ha Moments

Retrospectives
Used to share feedback about the work and inspire greater work.

Retrospectives: It is an event that happens at the end of iteration. Three basic questions in an Agile Retrospective are:

What did we do well?
What did we do wrong?
What could be improved?

Agile Idea Template
Agile idea: <Title>
Share your ideas
Share one Agile action plan in class.
Back at your computer, share what you’re working on.

1. Access your Connections profile.
2. Log into Your Connections Profile.
3. Post your commitments and action you take going forward with #leading_agile

An agile IBM
ThinkAcademy: Becoming agile
Think Academy: Restlessly reinvent
Manager Development Center (MDC): Feedback
Feedback essentials
IBM Design Thinking

The Agile Leader's bookshelf
How checkpoint works

Create Goals

Create goals that reflect your work, business direction and the five dimensions, which are built on the foundation of our Practices. Document goals in Checkpoint Tracker (the tool) and update throughout the year.

Exchange Feedback

Give and receive feedback within the ACE App, in person, by phone or through email. Use feedback to develop your goals.

Talk with Your Manager

Meet with your team members at least quarterly to align goals and discuss progression. You can also provide goal feedback through Checkpoint Tracker.

The ACE App
Checkpoint's Five Dimensions
Alignment is an ongoing process, one that will happen during your checkpoint(s) all year long. You and your manager will close out and document your work for the year with a final checkpoint to see if you exceeded expectations, achieved expectations or if your manager expects more against each of the five dimensions. The dimensions contribute to achievement of your goals and help to frame your discussions during checkpoint(s) throughout the year contributing to end of year success.
Bussines Resaults

Your achievements against agreed goals.
Client Succes

Dedication to every client's success.You are passionate about every client’s success, so you put them first, listen for need and find opportunities to bring new ideas and add value. Partnering with all relevant IBM stakeholders, you focus on outcomes — helping every client succeed however they measure success.
Innovation

Innovation that matters - for our company and for the world. You are a forward thinker. You seek out grand challenges as well as incremental improvements -- whether in technology or in how you work and in what you deliver.

Responsibility to Others

Trust and personal responsibility in all relationships. You prioritize collaboration and focus on building trust and earning it anew every day, in every relationship -- with IBMers, clients, partners and more. For those of you entrusted with management or executive responsibility, this includes your effective leadership and showing personal interest in IBMers, their careers and their development.

Skills

IBMers are dedicated to growing skills that matter to our business and to being essential now and in the future. You continuously find opportunities to learn and apply new skills strategic to IBM and needed to be successful in your role. You are recognized for your expertise and you share it with others
A milestone in our cultural transformation by leveraging a new way to give and receive feedback!

Multi-directional feedback for ALL IBMers
Created by IBMers for IBMers, and partly funded though ifundIT- IBM’s crowdfunding initiative
Developed in an Agile way with IBM Liquid and Bluemix Dedicated

Acertijo
Acertijo
¿Cómo están ordenados estos números?

0 5 4 2 9 8 6 7 3 1

C13R7O 214 D3 V3R4NO 3574B4 3N L4 PL4Y4 O853RV4N20 4 TR35 CH1C45 8R1NC4N20 3N L4 4R3N4 357484N 7R484J4N20 MUCHO CON57RUY3N20 UN C4571LLO 23 4R3N4.

¿Qué dice?
Full transcript