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Forming a New OpenAgile Team

This Prezi serves well as an introduction to OpenAgile for new teams and may help a new team proceed through the initial phases of OpenAgile Team Capacity-Building so as to comfortably indentify the requirements for OpenAgile teams: Level 1 Formed, 2 Laun
by

David Sabine

on 9 May 2012

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Transcript of Forming a New OpenAgile Team

Systematic Application of the Learning Circle The Scenario Everybody must create a "persona" - a "player" - an "avatar". Player profiles will be developed athttp://my.keyano.ca/VPA/Music296

We are all equal owners of a company - a "media group".

Our company's expenses include mainly our salaries: $250 per player per week.

We must generate revenue. We do this together by connecting with clients and delivering work. We share responsibilities; we share expenses; we share rewards.

If we're in the black at the end of the semester, we win!

The game is played according to the OpenAgile framework. The Goal Our goal is to increase our capacity to create, collaborate, learn, and earn.

We can do this by:

practicing and improving our individual work.

practicing and improving our team work.

practicing and improving our skills in the field.

practicing and improving our ability to deliver value to our current and potential clients. the act of assisting an individual, team, or organization to reach a destination by accompanying, giving directions, or supplying advice. We search for the principles involved in our work. systematically create a plan of action Guidance Action Carry out the plans we have created.
We do our work. and the act of learning. Requires: Love for the Work Three Foundations gather observations about what we have done Reflection Requires: Learning to plunge into the unknown. from preconceived notions. Courage Planning Team Individual Detachment Requires: Search for the underlying principles Requires: Truthfulness Consultative
Decision-Making The
Learning Circle “Truthfulness is the foundation of all human virtues” – Baha’u'llah

basic human capacity that everyone can develop

benefit to any organization: “truthfulness builds trust and leads to reducing excessive bureaucracy and chaos”

be aware of our own limitations "None of us are as smart as all of us." – Japanese Proverb

a system for teams to take coherent action based on a unified vision

everyone is encouraged to contribute to the discussion; a diversity of views is welcomed

no idea is owned by any individual and therefore it is okay to change your own mind

offence should never be given nor taken

personal attacks are absolutely forbidden; aggressive interruption is considered bad behaviour

everyone should be able to fully express themselves in a frank, amicable, and courteous manner “Learning is like rowing upstream: not to advance is to drop back.” - Chinese Proverb If we agree on the following:

(1) to learn and practice Truthfulness

(2) to learn and practice Consultative Decision-Making

(3) go through cycles of Reflection, Learning, Planning and Action

(4) our broad Goal

...then we have formed a team and have completed Level 1. Level 1: "Formed" Before the 1st cycle 1st Cycle Level 2: "Launched" Value Drivers If:
we agree to a Work Cycle of a consistent length,

and we're committed to a single clearly-articulated Goal

and have at least one S.M.A.R.T. value driver

and have had one Cycle Engagement Meeting

and agree to meet soon for regular Progress meetings

and team members are all at “Readiness” level

agree to work towards Level 3: "Stable".

...then we have launched and have completed level 2. The Workspace The Goal ? Cycle Length 2 weeks http://www.openagile.com/Readiness Readiness Test What is "Value"?

Value is defined as a characteristic deemed desirable by stakeholders that is *measured in relation to our goal* and verified by achieving the intended results by the end of a Cycle.

A Value Driver is best understood when it is S.M.A.R.T.:
specific
measurable
attainable
results-oriented
and time-bound. Value Driver: – a measurable activity or focus which impels movement toward the delivery of value (ex. cost/time savings, research & development, service improvements, etc.)

Our Value Drivers include:

1) The Growth Facilitator's (David's) prescribed items, including:
Each team member must participate in "The Game".
The team must build capacitiy - in terms of each member's respective skillsets, and in terms of the team's profitability, quality of service, and product innovation.team and which has value to potential stakeholders.

2) ? $$$$ ¢¢¢ $ all team members can volunteer for any task.

we become aware of our capacity to complete tasks.

we sometimes volunteer for tasks that we cannot achieve.

we seek guidance from peers, mentors, etc.

our capacity to complete tasks grows. Core Types of Tasks

Calendar events:
deadlines
fiscal responsibilities

Obstacles:
software/hardware glitches
team conflicts

New artifacts:
recordings
"products"
documents

Quality problems:
lack of capacity
defects in our product
competitors are better than us

Repetitive activities:
invoicing (for completed artifacts)
payroll
"year-end" accounting When:

we've completed 10 cycles

a key performance metric for Goal is defined and measured

all team members have achieved “Team Member” level

one team member is at the “Process Facilitation” level

one team member is at the “Growth Facilitation” level

for “projects”, Work Cycle is at most 1/5th duration of overall effort

the Engagement Meeting is timeboxed

the Engagement meeting includes Reflection

the Engagement meeting includes Learning (focused on Value Drivers)

the Engagement meeting includes Planning (choosing Value Drivers to work on)

the whole Team commits to the Cycle Plan

the team holds Progress Meeting at regular intervals at least four times per Cycle

...we'll have achieved Level 3. Each Cycle Level 3: "Stable" Start every cycle with an "Engagement Meeting"
The engagement meeting is time-boxed: less than 1/10th the duration of the entire cycle.
40 minutes for us. Reflection Learning Planning Consider our performance in previous cycle Identify and prioritize new Value Drivers Identify new tasks for next cycle: "Cycle Plan"
Commit to the Cycle Plan ACTION PROGRESS MEETING GOAL Cycle Output:
all work is done to accomplish a goal volunteer for tasks
work on tasks
collaborate
communicate tasks done
new tasks
next tasks tasks done
new tasks
next tasks volunteer for tasks
work on tasks
collaborate
communicate PROGRESS MEETING ACTION ACTION PROGRESS MEETING volunteer for tasks
work on tasks
collaborate
communicate tasks done
new tasks
next tasks tasks done
new tasks
next tasks volunteer for tasks
work on tasks
collaborate
communicate ACTION PROGRESS MEETING PROGRESS MEETING ACTION tasks done
new tasks
next tasks volunteer for tasks
work on tasks
collaborate
communicate volunteer for tasks
work on tasks
collaborate
communicate tasks done
new tasks
next tasks ACTION PROGRESS MEETING This Prezi by David Sabine (http://tumblr.davesabine.com) is licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License.

Based on a work at http://wiki.openagile.org/
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