Management 3.0 overview
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Management 3.0 Overview, was used to promote my Management 3.0 training arround the world. It is a slighty changed version from Jurgen Management 3.0 50 min presentation.
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Management 3.0 overview
- 2. Alexandre Cuva Email : Organizational Coaching alexandre.cuva@altran.com (Management 3.0, Scrum) Twitter: @cuvaalex Team Coaching Blog: http://agile- alexcuva.blogspot.com/ (Scrum, XP, Kanban) Phone: +41 78 715 8309 Technical Coaching (TDD, BDD, C#, Java, Groovy) Agile Training (Management 3.0, Agile, Scrum, XP)
- 3. Why 3.0?
- 4. 1. Managing Changing Priorities 2. Improved Project Visibility 3. Improved Team Morale 4. Accelerated Time to Market 5. Increased Productivity 6. Enhanced Software Quality 7. Simplified Development Process 8. Reduced Risk http://www.versionone.com/state_of_agile_development_survey/10/
- 6. Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant. This is what organization is all about, and it is the reason that management is the critical, determining factor.” - Peter F. Drucker, Management Rev. Ed.
- 8. A team is a complex adaptive system (CAS), because it consists of parts (people) that form a system (team), and the system shows complex behavior while it keeps adapting to a changing environment.
- 9. Complexity theory is about change Complexity theory is […] about the dynamics of change in a system. – Irene Sanders The Interaction of Complexity and Management
- 10. People and relationships […] a new theory of business that places people and relationships into dramatic relief. – Roger Lewin, Birute Regine The Interaction of Complexity and Management
- 11. Use a diversity of models Complexity itself is anti-methodology. It is against "one size fits all." – Tom Petzinger The Interaction of Complexity and Management Multiple weak models can make just as much sense as one strong model.
- 12. Anticipate, adapt, experiment Anticipation Looking forward, proactive, imagining improvement Adaptation Looking backward, reactive, responding to change Experimentation Trying things out, exploration, experience feedback
- 13. Assume subjectivity and reflexivity The observer influences the system, and the system influences the observer. The people form the culture, and the culture forms the people.
- 14. Management 3.0
- 15. Extrinsic Motivation Desire to achieve goal G Reward result R Assuming R leads to G Problems with non-linear effects
- 16. Intrinsic Motivation Desire to achieve goal G Where G is its own reward No non-linear effects
- 17. “16 Basic Desires” Acceptance The need for approval Physical Activity Or exercise Curiosity The need to think Power The need for influence of will Eating The need for food Romance The need for love and sex Family The need to raise children Saving The need to collect Honor Being loyal to a group Social Contact The need for friends Idealism The need for purpose Status The need for social standing Independence Being an individual Tranquility The need to be safe Steven Reiss. Who Am I? The 16 Basic Desires Order Or stable environments That Motivate Our Actions and Define Our Vengeance The need to strike back Personalities. City: Berkley Trade, 2002
- 18. “16 Basic Desires” Acceptance The need for approval Physical Activity Or exercise Curiosity The need to think Power The need for influence of will Eating The need for food Romance The need for love and sex Family The need to raise children Saving The need to collect Honor Being loyal to a group Social Contact The need for friends Idealism The need for purpose Status The need for social standing Independence Being an individual Tranquility The need to be safe Steven Reiss. Who Am I? The 16 Basic Desires Order Or stable environments That Motivate Our Actions and Define Our Vengeance The need to strike back Personalities. City: Berkley Trade, 2002
- 19. “16 Basic Desires” Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact The need for friends Idealism The need for purpose Status The need for social standing Independence Being an individual Order Or stable environments Steven Reiss. Who Am I? The 16 Basic Desires That Motivate Our Actions and Define Our Personalities. City: Berkley Trade, 2002
- 20. “Self-Determination Theory” Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact The need for friends Idealism The need for purpose Status The need for social standing Independence Being an individual Order Or stable environments Competence The need to feel capable Autonomy The need to choose one’s own actions Relatedness The need to be socially involved Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
- 21. “Self-Determination Theory” Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact / Relatedness The need for friends Idealism The need for purpose Status The need for social standing Independence / Autonomy Being an individual Order Or stable environments Competence The need to feel capable Edward L. Deci and Richard M. Ryan. The Handbook of Self-Determination Research. Rochester: University of Rochester Press, 2004
- 22. 10 Intrinsic Desires Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact / Relatedness The need for friends Idealism The need for purpose Status The need for social standing Independence / Autonomy Being an individual Order Or stable environments Competence The need to feel capable
- 23. “Drive” Acceptance The need for approval Curiosity The need to think Power The need for influence of will Honor Being loyal to a group Social Contact / Relatedness The need for friends Idealism / Purpose The need for purpose Status The need for social standing Independence / Autonomy Being an individual Order Or stable environments Competence / Mastery The need to feel capable Daniel H. Pink, Drive: The Surprising Truth About What Motivates Us. Riverhead, 2009
- 24. 10 Intrinsic Desires Curiosity The need to think Honor Being loyal to a group Acceptance The need for approval Mastery / Competence The need to feel capable Power The need for influence of will Freedom / Independence / Autonomy Being an individual Relatedness / Social Contact The need for friends Order Or stable environments Goal / Idealism / Purpose The need for purpose Status The need for social standing
- 26. Happiness index
- 27. Social networks
- 28. B = f (P,E) Behavior is a function of an individual’s personality and his/her environment. - Kurt Lewin
- 29. Management 3.0
- 30. Empowerment is implementing distributed control by delegating authority
- 31. The Seven Levels of Authority 1. Tell: make decision as the manager 2. Sell: convince people about decision 3. Consult: get input from team before decision 4. Agree: make decision together with team 5. Advise: influence decision made by the team 6. Inquire: ask feedback after decision by team 7. Delegate: no influence, let team work it out
- 33. Management 3.0
- 34. Do not allow individual stakeholder goals to replace extrinsic and emergent goals
- 35. Remember to communicate your goals
- 36. Management 3.0
- 37. Three maturity levels (for skill) Shu traditional wisdom, learning fundamentals (apprentice) Ha detachment, breaking with tradition (journeyman) Ri transcendence, everything is natural (master) (last column: three similar levels in medieval European guild system) Note: the Dreyfus Model lists five levels of skill acquisition: Beginner, Advanced Beginner, Competent, Proficient, Expert http://en.wikipedia.org/wiki/Shuhari http://en.wikipedia.org/wiki/Master_craftsman http://en.wikipedia.org/wiki/Dreyfus_model_of_skill_acquisition
- 38. Competence = maturity in 2 dimensions
- 39. 7 Approaches to competency development 1. Self-Development 2. Coaching & Mentoring 3. Training & Certification 4. Culture & Socialization 5. Tools & Infrastructure 6. Supervision & Control 7. Management
- 40. 3 Principles for good KPI’s / metrics 1. The KPI relates to a stakeholder’s purpose 2. The KPI helps improve an aspect of the system 3. The KPI is part of the work of those who are interested in it Examples: What about velocity? What about bug count?
- 41. Organization Community Employee Customer Manager Supplier perspective Team dimension 6. 4. 2. 5. 3. 1. 7. 1. Time 2. Tools 3. People 4. Value 5. Functionality 6. Quality 7. Process It’s like a balanced scorecard, but 2-dimensional
- 42. Management 3.0
- 43. Scale-invariant networks (fractals) Best communication across all scales http://gut.bmj.com/content/57/7.cover-expansion
- 44. Value units System administrators GUI designers Project Mgt Office Community of Practice Delivering value to others Center of Excellence Human Resources ...
- 45. Management 3.0
- 51. The Interactions Adoption Curve model Rogers http://en.wikipedia.org/wiki/Diffusion_of_innovations
- 54. The Management 3.0 model Six organizational views based on complexity thinking
- 55. Alexandre Cuva Email : Organizational Coaching alexandre.cuva@altran.com (Management 3.0, Scrum) Twitter: @cuvaalex Team Coaching Blog: http://agile- alexcuva.blogspot.com/ (Scrum, XP, Kanban) Phone: +41 78 715 8309 Technical Coaching (TDD, BDD, C#, Java, Groovy) Agile Training (Management 3.0, Agile, Scrum, XP)