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Scrum and Spiral Dynamics

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David Ramos

on 1 February 2013

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Transcript of Scrum and Spiral Dynamics

How many of you are using Agile or Scrum? Discover the different kinds of Agile implementations based on value systems

Moving from Doing to Being Agile and get the full benefits of it Scrum & Spiral Dynamics Please take 2 minutes and share with your partner seated next to you :) Why do you implement Scrum in your organization? Dichotomy "Doing" Scrum "Being" Scrum Rules and Procedures “They follow the steps and procedures,
but they don’t live and breathe Agile and its values” Spiral Dynamics How do people get certain values? Why they defend them? How these values evolve over time? What we can observe is that a lot of people in the Generation Y tend to be sociocratic and very scrum oriented Motivation of people Why one is motivated by competition and the other not at all? Why one snaps off on rules and the other is just calm? Questions Not types "of" people Types "in" people Discover the different kinds of Agile implementations based on value systems Recognize them in our own teams and organizations Know how we can help teams and organizations move from “Doing Agile” to “Being Agile” Explain GenY in small txt Intentions:
Similar speed as RSA
Very pictural
Visual and Sound are delivered at the same time Knowledge is intellectual Skills-based New times, New ways of thinking Beige 2 4 5 RED BLUE "Living" the Values & Principles Agile Manifesto Individuals and Interactions Over processes and tools Working software Over comprehensive documentation Customer collaboration Over contract negotiation Responding to change Over following a plan While there is value in the items onthe right, we value the items on the left more. ORANGE Doing things the right way Offer Meaning and Purpose Righteous living produces stability now and
guarantees future reward Agile and Value Systems People have the right to be who they are. What do you consider "doing Agile"? What are the obstacles you are facing in your implementation of Scrum? The reason for Scrum to exist Deal with Complex Problems Deal with Fast-moving industry "At-risk" projects
Nothing to lose Don't meet market demands Your competitors are using Scrum http://www.enagility.com/doing-agile-right-vs-being-agile/ Which Agile color is that? How to make the change to these values? BLUE/Procedural Agile From "Doing" to "Being" We are in the business of change.
Managers manage things, leaders manage change.
They facilitate change.
We are in need of leaders, and these people might not have any authority. Many leaders don't have an authority in terms of hierarchical view of it.
Still they are leaders.

I'm going to talk on how to make changes that makes the industry a better place to work in, and a better place for our kids to work in. Minimal waste
Bottom-up intelligence Plan

Introduction (5m)
The difference between “Doing Agile” and “Being Agile” (5m)

The different kinds of Agile implementations (10m)
a. Procedural Agile (blue)
b. Money driven Agile (orange)
c. Team centred Agile (green)
d. Effective Agile (yellow)
Making the transition from one colour to the next (15m) This need for flexibility might be particularly true today, with the incredible rate of change brought about by the severe recession and the rapid introduction of new legislation intended to combat that recession. ”We want you to be curious and resilient in the face of change. We have no plans, however, to do that ourselves”. Change agents talk of adopting Agile and not about transforming the culture of a company to support the Agile mindset GREEN Obey authority and Rules Pyramidal structures People are lazy, must be forced to work Exploitative Rough and harsh Exploitation of unskilled labor Entrepreneurial Progresses by learning nature's secrets and seeking out best solutions Manipulates Earth's resources to create and spread the abundant good life Optimistic, risk-taking, and self-reliant people deserve success YELLOW Societies prosper through strategy, technology, and competitiveness Make use of the dominant color to implement the new one Don’t skip colors (there is no shortcut) Make sure the environment supports the new color “What researchers have found is that … to really change how a group of people thinks and behaves, it turns out, you don’t need to change what’s inside of them, or appeal to their inner sense of virtue. You just have to convince them that everybody else is doing it.” Sunday 23, Boston Globe, "How to change a culture?" What I don't cover is How to detect the meme.
The behavior is not enough to detect the meme. Very interested in understanding why people do Scrum in very different ways Even more in understanding where the supposed benefits, hyper-productivity, cost-effectiveness, employee satisfaction are? What if adopting Scrum was more than just following a set of practices? Practices Fundamental shift in Thinking Success Blue to Orange Use scientific research to persuade new ways of working Green To Yellow Use the higher authority Flatten the hierarchy Reward results instead of doing the tasks Continuous improvement Competition Make competition & rewards team-oriented Reward people for growing and caring, not only for successes Remove the boss/manager and let the group make important decisions Orange to Green Make rewards for contribution to the team growth and well-being Remove consensus and
bring in consent and sociocracy organisations Remove strict
job description/function What if one of the requirements for organization was to actually embrace a new set of values? What if one of the requirements to Scrum was to actually undertake a radical shift in thinking, in viewing your organization and the people in it? 2 simultaneous
directions Taking people as they are & where they are Growing/Bringing them towards the next level People doing complex work are much more effective organizing themselves and the work than someone who isn’t doing the work. Figuring out how to do work is a management activity best performed by the people doing the work, since the work is unpredictable, with many twists and turns. It is hard to plan what you don’t know, so we instead see what has been accomplished, and then figure out what to do next. We do this frequently to control risk and determine the best path to our goal. We periodically have to know what is actually happening to make effective empirical decisions. New Life conditions trigger the need for adjusted Value System New Life conditions require adjusted value systems Seeing that people have different triggers for effectiveness based on their value system "Values don’t change overnight
by just showing people the
agile manifesto and sending them
to a two day training.

Believe me I tried!" Danger Weakness Strength One Truth
Reacts slow to changes Guidelines
Disciplined GREEN/People Centric Agile Danger People first
Everybody is equal
Flat organization
Team effort
Slow in taking decisions Weakness Strength ORANGE/Money Driven Agile Danger More with less
Outsmart others
Situational ethics
Drive Weakness Strength Yellow/Efficient Agile Danger Effectiveness
People are different
Embrace change
Hard to understand
No interest in status
Long-term thinking Weakness Strength Self-organization Bottom-up intelligence Empiricism Transparency Stands tall, expect attention, demands respect and calls the shots Conquers, out-foxes, and dominates other aggressive characters Break free from any domination or constraint to please self as self desires The world is a jungle full of threats and predators Humans need to be freed from greed, dogma, and divisiveness Feelings, sensibility and caring supersede cold rationality Spread the Earth's resources and opportunities equally among all Reaches decisions through reconciliation and consensus processes Shift in the capacity to take multiple perspectives in life Integration of complex systems Change is a welcome part of the process in organizations and life Motivated by learning for its own sake Unique talents and dispositions are honored as contributing something valuable to the whole How is it that we are not constant?
Why does the eternal loner suddenly contacts and why does the shrewd businessman is now dealing with sustainable development? Developmental model of Worldviews Slow and
Inflexible Order and
Control Unstoppable growth
of procedures Team thinking & involvement Paralysis through
consensus Too many
people involved Quick win &
Improvement Necessity to not impose my worldview when people have very different worldviews than mine, especially as a manager. At the opposite, actually use all the strengths of their own worldview in order to produce results Defining which worldview is the most appropriate for the job For a given set of individuals (a team), what is the reality of the worldviews in it? Short-sighted Burning out
people &
resources Respond to
change Seen as
unstable Works by
himself Companies often become interested in becoming more agile when they notice that they aren’t getting what they want out of their current processes. They find that it takes too long to get an new idea funded and too long to get a product to market. They are over budget and under delivering.

Agile product development practices are seen as a way to become more agile, so they are brought into the company, usually using a pilot project to see how they work. Often the pilot will be quite successful. The team is excited, the market folks are pleased with the fast turnaround, silos are broken down and collaboration rises.
And then someone says “this is great”, let’s write the process document for exactly how Agile works, and have everyone follow it”. Unfortunately, that way of thinking can take the company away from the agility they were trying to achieve by bringing Agile into the company in the first place. Thank you very much for listening :) ANY QUESTION? email: ramours@gmail.com “We need to keep people from getting killed by the bear. Let’s put up a sign to keep people from going on that path.” We figure out things that work and don’t work and try to make use of that knowledge productively in the future. Nothing wrong with that. Particularly if we keep using new evidence to modify the process over time. “OK, so Bill, Mary and Yoko all sneak down the path every day, ignoring the sign. It has been five years since someone got mauled by a bear going that way. Maybe the bear died or went somewhere else. The path is, frankly, the fastest way to go. It is probably OK to take down the sign and let people walk that way again.” Most of the stifling processes we force our employes to follow originally had a good reason for being created, but the processes weren’t updated when there was new information. “Hmm. The last guy that went into the woods over there got mauled by a bear. Maybe I won’t go that way.” When we start to believe in a process and no longer pay attention to reality and adjust the process when it needs adjusting, we get into trouble. Your role is to facilitate the adoption of a governance that fit them for a given duration. Self-organization
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