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Copy of AGILE
Transcript of Copy of AGILE
IBM 1:3:9 Model
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?
“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.
Culture shapes the man, who in turn,
shapes the culture
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
Set clarity of purpose.
Organize the team around a common goal.
Create a productive environment.
Small, empowered cross functional teams
Right resources at the right time, doing the right work.
Remove bottle-necks and obstacles.
Inspire teams to do great work.
Govern for greatness
Throttle the work hitting the team
Create the right environment for innovation to flourish.
Some important Agile tools
Overcoming the dysfunctions
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:
How could you use this with your team?
What could you learn?
Meet with your team
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…
New Ideas/A-ha Moments
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
IBM Design Thinking
The Agile Leader's bookshelf
How checkpoint works
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.
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.
Your achievements against agreed goals.
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 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.
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
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