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Scaling Agile with Holacracy

Exploring the reasons behind the conflicts and frustration of agile teams interacting with non-agile departments, and the answers offered by holacracy and teal organizations. Presented at xpday.vn.
by

Hoang-Anh Phan

on 5 November 2015

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Transcript of Scaling Agile with Holacracy

Scaling Agile with Holacracy
Holacracy
Holacracy is a social technology or system of organizational governance in which authority and decision-making are distributed throughout a fractal holarchy of self-organizing teams.
Organization paradigms
Holacracy
Building governance the agile way
Transitioning
Top down
Agile breakthroughs
Activity 1
What do you see?
Hoang-Anh PHAN
Geek mum
France, UK, Vietnam
Co-founder of Conech & Fablab Saigon
Organization tinkerer
Holacracy Certified Practitioner
@hoanganhphan
What assumptions about people did agile challenge?
Douglas Mc Gregor
(1906-1964)
"Everyone you meet is fighting a battle you know nothing about."
have little ambition without incentive
avoid responsibility
avoid work when possible
need close supervision
only desire money
must be pushed to perform
want independance in work
seek responsibility
are motivated by self-fulfilment
naturally want to work
want to achieve personal, social goals
will drive themselves to perform
(even yourself?)
Activity 2
What assumptions are fundamentally different between the following approaches?
Iteration planning

Daily stand-up

User story
Project estimation

Weekly status meeting

Detailed Specifications
vs.
3 collaboration cognitive innovations
collective intelligence
let go of control
vulnerability
safety
self-management
wholeness
value driven
embracing change
evolutionary purpose
Expressed values
Concept
What do you think of these people?
Frederic Laloux
http://www.reinventingorganizations.com/
Highly formal roles within a
hierarchical pyramid
.
Top-down command and control (what and how).
Stability
valued above all through rigorous processes. Future is repetition of the past.
Constant exercise of power by chief to keep troops in line.
Fear
is the glue of the organization. Highly reactive, short-term focus. Thrives in chaotic environments.
Division of labour
Command authority
Wolf pack
Formal roles
Processes
Army
Mafia
Street gangs
Tribal militias
Catholic Church
Military
Most government agencies
Public school system
Goal is to beat
competition
; achieve profit and growth.
Innovation
is key to staying ahead. Management by objectives (command and control on what; freedom on the how)
Innovation
Accountability
Meritocracy
Machine
Multinational companies
Charter Schools
Within the classic pyramid structure, focus on
culture
and
empowerment
to achieve extraordinary employee motivation.
Empowerment
Values-driven culture
Stakeholder model
Family
culture driven organizations
Southwest Airlines,
Ben & Jerry's, etc.
Living entity
Purpose driven organizations
Buurtzog, Patagonia
Holacracy, FAVI, etc.
Effective
self-organizing
teams, serving the organization's
purpose
by asking individuals to follow their own purpose and being fully themselves.
Self-management
Wholeness
Evolutionary purpose
Impulsive
Red
Conformist
Amber
Achievement
Orange
Pluralistic
Green
Evolutionary
Teal
How to have everyone in the organization operate from the same paradigm?
Scaling agile
self-management
wholeness
evolutionary purpose
Concept
Practices
Getting things done
Sensor's tensions
Integrative decision process

Constitution
Circles

Roles
Roles with purpose
Purpose (*)
what I have full authority to do
Domains
Accountabilities
what activities others can demand me to carry
what others can't do
"good enough documentation"
explicit what requires to be clarified
explicit doesn't mean exhaustive
People fill roles.
They are part of the organization thanks to their roles.
One person can have many roles.
One person can apply for and resign from roles, or even propose the creation of new roles.
"what do you believe in? why does your organization exist? why do you get up everyday in the morning?"
Constitution
The CEO hands over their traditional authority to a Constitution.
The Constitution describes the rules for decision making that applies to all
It guarantees the core assumptions on people and values
It ensures a safe environment
No top / bottom, left / right
but fractal inclusions
Circles
Circles are a
role
, they have a
purpose
Circles are created when
more than one person
is needed to fill a role
Every circle have a
lead link
and a
facilitator
The lead link fills any
unfilled roles
The lead link is accountable for
assigning roles
to circle members
The facilitator's purpose it to hold the rules of the constitution
A
can be lead link of a circle with
B
, and a member of the circle whose lead link is
B
.
Value
User story
Solution
Continuous integration
Tension
Agile
development
Holacracy
a gap between what is (reality) and what could be (purpose)
a gap between what is (current code) and what could be (value for the user)
Code check-out
Proposal
Agile
development
Holacracy
I can raise it in governance meeting and make a proposal
I can check the code and modify it
Regression testing
Automated tests
IDP & Objections
Agile
development
Holacracy
Run the Integrative Decision-making process to lookout for valid objections.
Run and maintain the suite of automated tests.
Commit code
Update governance
Agile
development
Holacracy
Once updated in glassfrog, change are available and transparent to all.
Once the code is committed, it s available to all.
team = circle
customer = lead link
product = governance
users = all in the organization
Getting things done
Human sensors have tensions
Anybody can ask
news
and what's the
next action
for a project
Anybody can ask that you
show
what you have on your plate
The lead link can't tell you in which order to do your work, but they can tell you what are the
priorities
of the circle
Nobody can put a
deadline
on you, but you can be asked an estimated delivery
tension
energy
frustration
Advice process
As long as you:
1. Ask people who are impacted
2. Ask people who have expertise
Decide in all conscience
Integrative
Decision Process
Decisions are taken as long as there are no objection.
”Do you see any reasons why adopting this
proposal would cause harm or move us backwards?”
Valid objection = regression that
1. is created if the decision were taken
2. is based on presently known data
3. impact one of the roles of the person raising the objection
To process tensions on roles or authority
tension => proposition => (objection => integration) => adoption
not good enough
fear of uncertainty
messing around
ego issues
Removes the usual barriers to decision-making:
the CEO
the board
Raising awareness
self-management
wholeness
evolutionary purpose
Concept
Practices
Empowering dynamic
Seek transparency
Non violent communication
Allow vulnerability
Seek meaning
Seek consciousness
Độc lập - Tự do - Hạnh phúc
Independence - Freedom - Happiness
Teal paradigm
Self-management - Wholeness - Purpose
Empowering dynamic
victim
persecutor
rescuer
challenger
creator
coach
Karpman drama triangle
Emerald empowerment dynamic
Don't manage people, manage relationship
Transparency
Show how decisions are taken so that people can make decisions themselves
Allow vulnerability
Accept / celebrate failures
Let go of your ego, show your soul
Bring your differences, be vulnerable
The power of vulnerability
Rene Brown
Seek meaning
Add meaning to your life
Find your what for, your purpose
Something you're good at and love to do
First why and then trust
Simon Sinek
Non violent communication
Seek consciousness
Create a safe space and a safe way to communicate
“Don’t do any task in order to get it over with. Resolve to do each job in a relaxed way, with all your attention. Enjoy and be one with your work.”
The Miracle of mindfulness
Thich Nhat Hanh
"It doens't work with Vietnamese"
Observations
Empowering
1. give (someone) the authority or power to do something.
2. make (someone) stronger and more confident, especially in controlling their life and claiming their rights.
visualization techniques
dashboards
kanban
scrumboards
Feelings
Needs
Requests
1
2
3
4
I feel when...
What do I need?
What can I ask?
What happened?
Full transcript