Team chartering is generally used at the start of a project only, and team charters tend to be quite general and abstract.
In this hands-on session of Agile Cambridge Conference 2015, we will use the 'Lego Serious Play' method to develop a team-specific team charter, which fits individual team goals and can be adapted continuously.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
The document discusses different mindsets and how they affect our lives and work. It describes a fixed mindset where people believe their abilities are set and can't change, versus a growth mindset where people believe their abilities can develop over time through effort. Having a growth mindset creates resilience and a love of learning. The document suggests that organizations also have mindsets and can be either fixed or growth oriented. It provides tips on assessing your own and your organization's mindset and how to cultivate a growth mindset.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]Matthew Philip
Slides as presented on Dec 8, 2020 at FlowConf organized by Agile Kanban Istanbul. https://www.flowconf.com/
Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?
Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
New Lean-Agile Coach self-assessment radars v3.2Luca Minudel
This document provides guidance for lean-agile coaches to assess their skills, plan improvement, and track progress over time. It includes self-assessment radars to rate basic skills, traits, and undesired traits on a scale of 0 to 5. Coaches are instructed to fill out the radars using simplified descriptions, identify an area for improvement, and collect feedback periodically to measure progress. The use of radars and mentoring conversations draws from ThoughtWorks, while skills and traits are inspired by frameworks from Michael K. Spayd, Lyssa Adkins, and Esther Derby.
LEGO® Serious Play® — For Managers.
Solve Your Business Challenges Playfully & with Fun!
Condensed version of my LSP presentation for managers & C-level.
LEGO® Serious Play® is a structured, facilitated method. It answers questions rephrasing the business topics. The models built and their stories shared by the builders are the answers. It is a playful and still serious way to create new insights and to develop innovative ideas.
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
Reprogramming Leadership for Agility - September 2016Pete Behrens
Interested in scaling agile to your entire organization? Most leaders look to scaling frameworks to drive their adoption and growth. However, research shows that the largest impediment to further agile adoption is organizational leaders and culture.
This presentation provides a framework for leaders to begin with their own thinking and behaviors - to role model agility for the organization to improve adoption, sustain and grow agility in their organizations.
The document discusses different mindsets and how they affect our lives and work. It describes a fixed mindset where people believe their abilities are set and can't change, versus a growth mindset where people believe their abilities can develop over time through effort. Having a growth mindset creates resilience and a love of learning. The document suggests that organizations also have mindsets and can be either fixed or growth oriented. It provides tips on assessing your own and your organization's mindset and how to cultivate a growth mindset.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Metrics at Every (Flight) Level [2020 Agile Kanban Istanbul FlowConf]Matthew Philip
Slides as presented on Dec 8, 2020 at FlowConf organized by Agile Kanban Istanbul. https://www.flowconf.com/
Organizational change often stalls out at departmental boundaries, whether that is IT or another division. How do we help organizations connect vertically and horizontally to realize the outcomes that they have when undertaking large-scale change efforts?
Join this session to learn from a case study of a bank that combined flight levels and metrics to bridge their departmental boundaries and recognize gains not only in software delivery effectiveness but unifying higher-level strategy.
New Lean-Agile Coach self-assessment radars v3.2Luca Minudel
This document provides guidance for lean-agile coaches to assess their skills, plan improvement, and track progress over time. It includes self-assessment radars to rate basic skills, traits, and undesired traits on a scale of 0 to 5. Coaches are instructed to fill out the radars using simplified descriptions, identify an area for improvement, and collect feedback periodically to measure progress. The use of radars and mentoring conversations draws from ThoughtWorks, while skills and traits are inspired by frameworks from Michael K. Spayd, Lyssa Adkins, and Esther Derby.
LEGO® Serious Play® — For Managers.
Solve Your Business Challenges Playfully & with Fun!
Condensed version of my LSP presentation for managers & C-level.
LEGO® Serious Play® is a structured, facilitated method. It answers questions rephrasing the business topics. The models built and their stories shared by the builders are the answers. It is a playful and still serious way to create new insights and to develop innovative ideas.
The document discusses goals for adopting agile practices like predictability, quality, early ROI, lower costs, and innovation. It then covers considerations for transformation based on organization size, dependencies between teams, and resistance to change. Finally, it outlines key elements of transformation including backlogs, teams, and working tested software and discusses governance structures with portfolio, program, and delivery teams.
Enterprise Agile Coaching - Professional Agile Coaching #3Cprime
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
The document discusses the role of managers in agile organizations. It suggests that managers focus on empowering self-organizing teams, removing impediments, teaching problem-solving skills, and stimulating continuous improvement and growth across the organization. Effective agile leadership involves roles like servant leadership, host leadership, and defining one's scope of influence at the relationship and organizational levels. Managers should invest in learning through coaching, mentoring, and developing learning organizations with principles like systems thinking and shared vision.
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
Sachin Rekhi shares the 4 dimensions of product management (vision, strategy, design, execution), discusses where product managers fit in the R&D organization, and how product management roles differ across and within companies.
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
The document provides an introduction to agile methods for executives. It discusses how agile approaches can help organizations adapt to increasingly volatile business environments. The key benefits of agile include shorter time to market, increased productivity, improved alignment with business needs, and greater predictability. The document outlines agile concepts like iterative development, minimal viable products, continuous delivery and focus on customer value. It also summarizes common agile frameworks like Scrum and how agility can be scaled in large organizations.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Why is it that some companies which try to become agile fail to sustain their early success, while other companies not only grow their agility, but thrive in it?
Most agile adoptions are focused "Outside-In". That is, they start with a process like Scrum or Kanban, and expose the impediments within the organization. However, it is these embedded cultural impediments which often limit agility.
This presentation introduces a counter approach to agile adoption, from the "Inside-out", to align, grow and sustain agility - no matter the culture of your organization. It was first presented at RallyOn 2012 in Boulder, CO.
If you work in Scrum environment or you’re just a team member who is trying to guide a conversation – then these interactive facilitation techniques are for you. In this session focus will be on games which you could use in virtual environment.
Prioritization Techniques for Agile TeamsTarang Baxi
Have you ever been in a prioritization discussion where the only priorities are High, Higher, and Highest? Or tried using MoSCoW to prioritize user stories only to find
that 80% of the cards are 'Must Have'?
In this tutorial, we introduce a gamut of different prioritization methods, ranging from simple techniques like stacked ranking or MoSCoW that classify items along a single dimension to multi-dimensional techniques like priority quadrants, Story Maps, and Innovation Games®. We cover pruning feature trees, spending fake currency, and using visual metaphors, while truly identifying what the most important stuff really is. This was most recently presented at the Agile India 2013 conference in Bangalore.
This document summarizes a presentation on improving employee happiness and productivity using Management 3.0 principles. It introduces Management 3.0 and outlines the 12 steps to happiness backed by science, including thanking others, helping others, eating well, exercising, resting, experiencing new things, hiking, meditating, socializing, aiming for goals, smiling, and giving gifts. Examples are given of how companies have implemented these steps, such as having a kudo wall, competence matrix, fitness hours, celebration grids, and work expos. Recommended reading materials on motivation are also listed. The document concludes with contact details for the presenters and information on Management 3.0.
The document introduces Liberating Structures (LS), which are simple group activities designed to include more people in shaping the future. It provides an overview of LS and then demonstrates several specific LS, including:
- Impromptu Networking, which allows people to rapidly share challenges while building connections.
- 1-2-4-All, where participants generate ideas alone, then in pairs, groups of 4, and finally all together, focusing on the best ideas.
- TRIZ, where participants identify counterproductive behaviors and ways to "stop" them to make space for innovation.
- 15% Solutions, which focuses on small actions anyone can take now using their current resources and authority.
1. The document outlines the structure and components of an effective retrospective meeting, including setting the stage, gathering data, generating insights, deciding what to do, and closing the retrospective.
2. It recommends allocating time equally among the components, with around 30-50% of time spent gathering data, 20-30% generating insights, and 15-20% deciding what to do.
3. Various activities are suggested for each component, such as check-ins for setting the stage, timelines for gathering data, and SMART goals for deciding actions.
Release Train Engineer - the Master Scrum Master Mia Horrigan
The document discusses the role of a Release Train Engineer (RTE), who acts as a master Scrum Master to facilitate agile processes across multiple teams within a large organization. Key responsibilities of an RTE include coordinating delivery, removing impediments, and ensuring teams work together to achieve business goals. The document also outlines some practices, such as dedicated product owners, executive sponsorship, and visualization, that helped one RTE keep their release train on track during a large government IT transformation involving 8 teams. Challenges of scaling to many teams are also discussed.
This document discusses Lego Serious Play, a process created in the 1990s that uses Lego bricks to foster creative thinking and problem solving through team building metaphors. Participants work through imaginary scenarios using three-dimensional Lego constructions to describe, create, and challenge their views of business issues. The goal is to enhance innovation and performance by allowing teams to gain insights, confidence, and commitment through a visual and hands-on play experience.
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
The document provides an overview of how SAFe and Scrum connect at different levels from the portfolio to the team. It shows that at the portfolio level there is an enterprise architect and epic owners who define strategic themes and epics. At the program level, a release train engineer leads the agile release train which plans iterations and coordinates multiple Scrum teams. Each Scrum team has a product owner, Scrum master, and developers who work on user stories and tasks within sprints.
Product Owner Challenge is an agile game w/ Lego bricks. Its about challenging the product development to communicate clear objectives, requirements, and vision.
Slidedeck contains playing instructions, examples and further info.
Nepal Tourism Board aims to establish Nepal as a premier holiday destination through effective branding and promotion. Their public relations and publicity department works to increase international visitors by generating media support, improving promotional materials, and developing trade partnerships. Their key objectives are to position Nepal for cultural, nature, and adventure tourism; increase length of stay and spending; and address seasonality issues. Strategies include collaborating with international media, diplomatic missions abroad, and Nepali communities to promote Nepal through familiarization tours, events, advertisements, and digital platforms.
The document discusses the importance of establishing a team charter and engaging in team-building activities. A team charter should identify the team's goals, values, and approach. It should address why the team was created, what it aims to accomplish, how progress will be tracked, what members will gain, and where to find help. Team-building activities help members learn about each other and reduce conflict, improving the team. Food, games, and recognition are used to build spirit and cohesion.
The document discusses goals for adopting agile practices like predictability, quality, early ROI, lower costs, and innovation. It then covers considerations for transformation based on organization size, dependencies between teams, and resistance to change. Finally, it outlines key elements of transformation including backlogs, teams, and working tested software and discusses governance structures with portfolio, program, and delivery teams.
Enterprise Agile Coaching - Professional Agile Coaching #3Cprime
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
The document discusses the role of managers in agile organizations. It suggests that managers focus on empowering self-organizing teams, removing impediments, teaching problem-solving skills, and stimulating continuous improvement and growth across the organization. Effective agile leadership involves roles like servant leadership, host leadership, and defining one's scope of influence at the relationship and organizational levels. Managers should invest in learning through coaching, mentoring, and developing learning organizations with principles like systems thinking and shared vision.
Linda rising - the power of an agile mindsetMagneta AI
I‘ve wondered for some time whether much of Agile’s success was the result of the placebo effect, that is, good things happened because we believed they would.
The placebo effect is a startling reminder of the power our minds have over our perceived reality. Now cognitive scientists tell us that this is only a small part of what our minds can do.
Research has identified what I like to call «an agile mindset», an attitude that equates failure and problems with opportunities for learning, a belief that we can all improve over time, that our abilities are not fixed but evolve with effort.
What’s surprising about this research is the impact of an agile mindset on creativity and innovation, estimation, and collaboration in and out of the workplace.
I’ll relate what’s known about this mindset and share some practical suggestions that can help all of us become even more agile.
Sachin Rekhi shares the 4 dimensions of product management (vision, strategy, design, execution), discusses where product managers fit in the R&D organization, and how product management roles differ across and within companies.
We wrote this to give you a sense of IDEO’s culture—the ties that bind us together as coworkers and as people.
Read more: http://blog.slideshare.net/2014/01/08/culturecode-what-makes-a-company-great/
The document provides an introduction to agile methods for executives. It discusses how agile approaches can help organizations adapt to increasingly volatile business environments. The key benefits of agile include shorter time to market, increased productivity, improved alignment with business needs, and greater predictability. The document outlines agile concepts like iterative development, minimal viable products, continuous delivery and focus on customer value. It also summarizes common agile frameworks like Scrum and how agility can be scaled in large organizations.
While most organization seek increased agility, many struggle. Studies indicate leadership is a key barrier. These slides provide an overview of Agile Leadership and how to develop it.
For a voiceover version webinar - visit http://agileleadershipjourney.com/resources
Why is it that some companies which try to become agile fail to sustain their early success, while other companies not only grow their agility, but thrive in it?
Most agile adoptions are focused "Outside-In". That is, they start with a process like Scrum or Kanban, and expose the impediments within the organization. However, it is these embedded cultural impediments which often limit agility.
This presentation introduces a counter approach to agile adoption, from the "Inside-out", to align, grow and sustain agility - no matter the culture of your organization. It was first presented at RallyOn 2012 in Boulder, CO.
If you work in Scrum environment or you’re just a team member who is trying to guide a conversation – then these interactive facilitation techniques are for you. In this session focus will be on games which you could use in virtual environment.
Prioritization Techniques for Agile TeamsTarang Baxi
Have you ever been in a prioritization discussion where the only priorities are High, Higher, and Highest? Or tried using MoSCoW to prioritize user stories only to find
that 80% of the cards are 'Must Have'?
In this tutorial, we introduce a gamut of different prioritization methods, ranging from simple techniques like stacked ranking or MoSCoW that classify items along a single dimension to multi-dimensional techniques like priority quadrants, Story Maps, and Innovation Games®. We cover pruning feature trees, spending fake currency, and using visual metaphors, while truly identifying what the most important stuff really is. This was most recently presented at the Agile India 2013 conference in Bangalore.
This document summarizes a presentation on improving employee happiness and productivity using Management 3.0 principles. It introduces Management 3.0 and outlines the 12 steps to happiness backed by science, including thanking others, helping others, eating well, exercising, resting, experiencing new things, hiking, meditating, socializing, aiming for goals, smiling, and giving gifts. Examples are given of how companies have implemented these steps, such as having a kudo wall, competence matrix, fitness hours, celebration grids, and work expos. Recommended reading materials on motivation are also listed. The document concludes with contact details for the presenters and information on Management 3.0.
The document introduces Liberating Structures (LS), which are simple group activities designed to include more people in shaping the future. It provides an overview of LS and then demonstrates several specific LS, including:
- Impromptu Networking, which allows people to rapidly share challenges while building connections.
- 1-2-4-All, where participants generate ideas alone, then in pairs, groups of 4, and finally all together, focusing on the best ideas.
- TRIZ, where participants identify counterproductive behaviors and ways to "stop" them to make space for innovation.
- 15% Solutions, which focuses on small actions anyone can take now using their current resources and authority.
1. The document outlines the structure and components of an effective retrospective meeting, including setting the stage, gathering data, generating insights, deciding what to do, and closing the retrospective.
2. It recommends allocating time equally among the components, with around 30-50% of time spent gathering data, 20-30% generating insights, and 15-20% deciding what to do.
3. Various activities are suggested for each component, such as check-ins for setting the stage, timelines for gathering data, and SMART goals for deciding actions.
Release Train Engineer - the Master Scrum Master Mia Horrigan
The document discusses the role of a Release Train Engineer (RTE), who acts as a master Scrum Master to facilitate agile processes across multiple teams within a large organization. Key responsibilities of an RTE include coordinating delivery, removing impediments, and ensuring teams work together to achieve business goals. The document also outlines some practices, such as dedicated product owners, executive sponsorship, and visualization, that helped one RTE keep their release train on track during a large government IT transformation involving 8 teams. Challenges of scaling to many teams are also discussed.
This document discusses Lego Serious Play, a process created in the 1990s that uses Lego bricks to foster creative thinking and problem solving through team building metaphors. Participants work through imaginary scenarios using three-dimensional Lego constructions to describe, create, and challenge their views of business issues. The goal is to enhance innovation and performance by allowing teams to gain insights, confidence, and commitment through a visual and hands-on play experience.
Scaled Agile Framework® PI Plannings in a distributed environment are challenging. Get ideas to be more effective with the right measures and tools for distributed collaboration.
The document provides an overview of how SAFe and Scrum connect at different levels from the portfolio to the team. It shows that at the portfolio level there is an enterprise architect and epic owners who define strategic themes and epics. At the program level, a release train engineer leads the agile release train which plans iterations and coordinates multiple Scrum teams. Each Scrum team has a product owner, Scrum master, and developers who work on user stories and tasks within sprints.
Product Owner Challenge is an agile game w/ Lego bricks. Its about challenging the product development to communicate clear objectives, requirements, and vision.
Slidedeck contains playing instructions, examples and further info.
Nepal Tourism Board aims to establish Nepal as a premier holiday destination through effective branding and promotion. Their public relations and publicity department works to increase international visitors by generating media support, improving promotional materials, and developing trade partnerships. Their key objectives are to position Nepal for cultural, nature, and adventure tourism; increase length of stay and spending; and address seasonality issues. Strategies include collaborating with international media, diplomatic missions abroad, and Nepali communities to promote Nepal through familiarization tours, events, advertisements, and digital platforms.
The document discusses the importance of establishing a team charter and engaging in team-building activities. A team charter should identify the team's goals, values, and approach. It should address why the team was created, what it aims to accomplish, how progress will be tracked, what members will gain, and where to find help. Team-building activities help members learn about each other and reduce conflict, improving the team. Food, games, and recognition are used to build spirit and cohesion.
Running Effective Virtual Meetings: Tools & Techniques for EngagementBeth Kanter
This document provides tools and techniques for running effective virtual meetings. It begins with an agenda for a virtual training session on engagement in virtual meetings. The document then discusses survey results on common types and activities in virtual meetings. It provides tips for the before, during, and after stages of virtual meetings, including design, scheduling, opening and closing exercises, facilitation techniques, and follow up. Interactive exercises and templates are demonstrated for creating meeting norms, introductions, and evaluating meetings. Recipes are given for webinar formats involving presentations and panel discussions. The overall document aims to improve engagement and effectiveness in virtual meetings.
Best Practices for Sales and Marketing Alignment: Working for the Same TeamJaxzenMarketing
This document outlines 4 steps to aligning sales and marketing: 1) Standardize funnel stages like marketing qualified leads (MQLs), 2) Formalize commitments to shared revenue goals, 3) Generate daily dashboards and monthly reports on metrics, and 4) Hold weekly sales/marketing meetings and monthly management meetings to review metrics and plans. Taking these steps with clear expectations, monitoring of progress, and regular communication can help sales and marketing work as a single revenue-generating team.
Team alignment and engagement Agile Cymru 2016BeLiminal
The document discusses conditions for high performing teams and deepening team engagement. It outlines factors like having a clear direction, enabling structure, supportive context and expert coaching. It also emphasizes the importance of meaningful work and quality relationships. Teams perform best when members understand how their work contributes to organizational strategy. Developing trust through transparency, addressing relationship toxins, and making each member feel valued are keys to engagement.
This document outlines the agenda for an annual team retreat for Strategyzer. The goal is to build alignment and lay the foundation for future success. The retreat will take place over 3 days and include various exercises. Day 1 focuses on understanding each other, assessing current alignment, and brainstorming ways to improve. Day 2 examines roles, responsibilities, workflows, and operational issues. Participants identify anchors holding the company back and ways to overcome them. They also commit to personal actions. Day 3 focuses on cross-functional teamwork. Overall, the retreat aims to enhance understanding, uncover misalignment, and generate solutions to strengthen the organization's future.
The document outlines the agenda for a two-day strategic alignment workshop between the boards of directors of Bank CIMB Niaga. Day 1 includes presentations of executive interviews identifying team dynamics issues and cultural differences between the merging banks, as well as group discussions around direction, leadership, and culture. Day 2 begins with a review and discussion of Goldman Sachs' leadership development model and team dynamics concepts, followed by discussions to develop strategic initiatives and commitments. The goal is to align the boards on vision, values, and priorities to drive integration and performance.
The document outlines a 12-course master's program in game design. The program covers topics such as personal development, team dynamics, project management, game design, user experience design, production tools, prototyping, quality assurance, asset management, usability testing, and a capstone research project. Each course includes expected learning outcomes and a suggested online tutorial for additional learning. Upon completing the program, students will have a polished portfolio and skills to work as a game designer. The document also lists industry mentors, organizations, companies and a framework for conducting further research.
These are my slides from my workshop at Agile 2014 in Orlando. The session is pretty engaged and the slides only form part of the workshop. The goal of the workshop it so emphasis the importance of team collaboration and introduces ways in which gamification can be used to facilitate this. Note there is a deliberate emphasis on emergence over prescription. Prescribed games can become hidden layered management which is not what this session is about. If you are interested in finding out more, get in touch or visit my site at strongandagile.co.uk. You can also reach out on twitter at @craigstrong. I'm happy to run this session at other events or support you doing so.
Looming deadlines, demanding clients, boring projects, and even feelings of fatigue that may signal the beginnings of burnout any of these everyday afflictions can making it tough to dredge up the energy to be psyched about your work and be amazing at what you do. These feelings can disappear if we shift our perspective to gamify work. Let's look at how we can bring gamification theories and practices to our work to spur the process of enhancing productivity and innovation to produce easily, better, more, and get the epic win.
Scrum is a simple framework that embraces change, fosters collaboration, and delivers value to boost productivity. It involves a product owner defining features, the team estimating work and committing to sprints, and daily standups to coordinate and surface issues. Progress is measured using a burndown chart, and working software is demonstrated to the product owner. A scrum master guides the self-organizing, cross-functional team and protects them from external interferences. Test-driven development and continuous integration are also important parts of the process.
LEGO® Serious Play®. How To Solve Your Business Challenges PlayfullyMichael Tarnowski
LEGO® Serious Play® (LSP) is a structured and facilitated workshop method for strategic decision making and problem resolution in business environments.
LSP answers questions rephrasing the business topics. The models built and their stories shared by the builders are the answers. LSP is a playful and still serious way to create new insights and to develop innovative ideas.
To survive as a company, the organization needs to become a shapeshifter: sometimes hierarchical, sometimes networked; sometimes efficient, sometimes effective; sometimes great at execution, and other times great at innovation. You can only achieve this by motivating people to change continuously. To achieve this, we take a closer look at gamification and habit-forming. Because games and habits are the keys to intrinsic motivation and change. And you need those in your company to become a great shapeshifter!
Gordon Vala-Webb presents a framework for developing a collaboration strategy. The strategy involves:
1) Defining business outcomes from collaboration.
2) Focusing efforts on specific people, tasks, and types of collaboration.
3) Nurturing new ways of working by addressing psychological needs.
4) Measuring collaboration activities and outcomes to evaluate progress.
5) Revising the strategy based on feedback to accelerate or stop certain approaches.
The presentation provides examples of collaboration tools and challenges of implementing new strategies in organizations. Attendees are engaged in exercises to apply the framework to their own contexts.
Create Tabletop Games to Foster Organizational LearningKarl Kapp
How can a simple game transform your learning efforts?
The CIA uses tabletop games to teach intelligence gathering, overcoming collection obstacles, and collaboration. The Harvard Business Review describes board games as a microcosm of business training that can help leaders and managers build the skills needed to operate effectively in the real world. In fact, board games have been used formally for teaching business concepts since at least the 1960s with the introduction of the MIT Beer Distribution game.
Many instructional designers, course developers, and training managers struggle to create engaging learning programs that get results. At the ATD LearnNow: Game Design workshop, you’ll learn how to design a tabletop game that can help transform your live instruction into a powerful, memorable learning experience.
This document provides an overview of edugaming. It defines edugaming as using games and game mechanics to make learning more engaging. It discusses why the US should focus on digital games for learning, noting they help develop skills employers seek like problem solving. Experts cited discuss game mechanics that motivate learning, like goals and feedback. Examples are provided of different types of edugames like quiz games, journey games, and alternate reality games. Places to find edugames are also listed. The document concludes by noting intersections between edugaming and mobile learning.
The document describes how to conduct effective retrospectives to improve team performance. It outlines a 5-step process for retrospectives: 1) set the stage, 2) gather data, 3) generate insights, 4) decide what to do, and 5) close the retrospective. Various activities are presented for each step, such as using "prime directive" in step 1, reviewing charts and brainstorming in step 2, and silent voting in step 4. The goal is to have a structured yet engaging retrospective process that leads to actionable outcomes for enhancing the team.
This training program uses drumming exercises to teach participants about team development and high performing teams. The agenda covers forming a team, storming as members negotiate roles, norming as the team works together, and performing as the final collaboration. Exercises include practicing drum beats in small groups and rotating roles. The conclusion emphasizes that high performing teams have members committed to shared goals, accountability, and constant improvement who can adapt to change.
Angry Birds to Minecraft: Game Dynamics and LearningDouglas Kiang
Updated at ISTE 2014! Explore what makes a game addictive, discover the five most addictive games, and learn about the five most powerful game dynamics and how you can use them in your classroom. See video of this presentation here: https://www.youtube.com/watch?v=euE-z_JzTow
This document provides an overview of a gamification workshop. It includes instructions for downloading the Gametize app and accessing a workshop game. The agenda covers introducing gamification concepts like motivation frameworks and the 5D gamification framework. It demonstrates how to use the Gametize platform to create games, provides resources for game design, and warns against common gamification pitfalls. The goal is to help participants understand gamification and practice designing their own games.
This document discusses gamifying education courses. It begins by asking the reader to join a Kahoot game with a provided pin. It then defines gamification as applying game mechanics to non-game activities. Common elements of games like rules, turns, obstacles and win states are discussed. Potential ways to gamify education are presented, such as through badges, leaderboards, and narrative elements. Motivations for gamification in education are explored, including increased engagement and facilitating intrinsic motivation. The document concludes by outlining the Sheldon model for gamifying courses and providing specific gamification tools and ideas.
Algebra 1 Unit consisting of various making activities. Students gather their own data and find the appropriate regression (line of best fit). Created by myself and Trapper Hallam.
This document discusses gamification, which is defined as using game design techniques and mechanics to engage audiences and encourage desired behaviors in non-game applications. It focuses on using psychology over technology by appealing to fun, attention, and experience. There are four types of fun: easy, hard, serious, and people-oriented. Intrinsic values like mastery and autonomy can motivate behaviors, as can extrinsic rewards like badges and leaderboards. Common game elements, dynamics, and mechanics are outlined, as are Bartle's player types categorized by their motivations. Examples are provided of how gamification has been used successfully in various domains like marketing, health, and education.
Increase Engagement of Your Agile Team by Letgo Product LeaderProduct School
Main Takeaways:
-Empowering and motivating team members in the planning process.
-Use of "Dual Track Scrum/Double Diamond Methodology" in Agile teams
-How to set sprint goals and push the team further
Self-Selection: An Agile Approach to Forming Teams @ ScaleEm Campbell-Pretty
This document summarizes Em Campbell-Pretty's experience facilitating a self-selection process to form agile teams at scale. The process involved defining constraints, answering FAQs, and conducting selection in rounds. Lessons learned include being clear on expectations, not seeding teams, and communicating effectively. The result was teams formed in only 3 rounds without management intervention.
Semelhante a The Prime Directive. How To Charter Your Team Best (With LEGO Serious Play) (20)
„Ich glaub, ich werd welk“. Zeitdilatation in Agilen Transformationen – Tools...Michael Tarnowski
Die Zeitdilatation ist ein relativistisches Phänomen. Alle inneren Prozesse eines physikalischen Systems laufen langsamer ab, wenn sich dieses System relativ zum Beobachter bewegt.
Doch neben dem Higgs-Boson („Gottesteilchen“) und den Gravitationswellen haben Forscher inzwischen entdeckt, dass selbst in Systemen, die sich relativ zum Beobachter überhaupt nicht bewegen, die Zeit langsamer abläuft, ja sogar stillsteht. Vor allem dann, sobald Agile-Coaches durch die Türen nicht agiler Unternehmen treten.
Lessons Learned:
Humoristischer Versuch, die Frage „Wieso ist Agile nicht Agile?“ zu beantworten. Der Referent zeigt, welche Wirkungen Culture Hacking bei einem Kunden hat, den er seit mehr als zwei Jahren bei seiner agilen Transition begleitet.
Metrics & KPIs. Tips To Setup Your Measurement Initiative Right.Michael Tarnowski
Many people start a measurement initiative by defining KPIs and metrics first. - BAD mistake!!
Identify your information needs first, THEN derive the proper metrics! And, there are many other pitfalls more...
This document provides an introduction to systems thinking concepts and diagrams. It begins with definitions of systems thinking from thinkers like Peter Senge and Jay Forrester. It then explains common systems thinking diagrams like causal loop diagrams, system archetypes, and variables. Specific concepts discussed include balancing and reinforcing feedback loops, goals and reactions, delays, and extreme effects. Guidance is provided on conventions for modeling systems diagrams. The document concludes with links to additional systems thinking content.
Product Owner Challenge - Agile in the City Manchester 2017Michael Tarnowski
Product owner challenge is an agile game with Lego bricks. It supports organisations in transitioning from waterfall to agile. The game illustrates the agile mindset to a waterfall-driven product development culture: stop micro-management and communicate face-to-face clear objectives, requirements and product vision.
What is Agile & Agile Project Management?. Introduction to Plan-based vs value-driven development; Scrum framework and roles and ceremonies; self-organised team, agile values. and leadership
This document describes two different processes - Waterfall and Agile - for a product owner challenge. Under the Waterfall process, there are 4 phases: 1) upfront planning, 2) defining requirements, 3) building the product, and 4) testing the product. The Agile process involves the product owner explaining the product vision through user stories, estimating story sizes, defining sprints to finish stories, building and testing the product, and adjusting planning as needed. A time-keeper will record metrics like time spent on each phase and number of defects for each process.
Challenge your product development department by a challenging contest with LEGO bricks: "Who Delivers Value First?" - Agile or Waterfall?
Product Owner Challenge is an agile game w/ Lego bricks. Its about challenging the product development to communicate clear objectives, requirements, and vision.
Slidedeck contains playing instructions, examples, and further info.
Material needed: (a) "Presentation User Stories for POChallenge", (b) "Process Cards for POChallenge" - both on my SlideShare account
It's a card game.
It addresses agile themes and topics in weird, morbid, and political incorrect question.
It was created by @UdoWiegaertner, @AnjaStiedl, @M_Tarnowski, et.al. inspired by a open space session of @JordannGross at Play4Agile16
Free download: http://bit.ly/p4a16-AgileBlackStories
Presentation at: Agile Games Night Tools4AgileTeams2016
Elevator Pitch: LEGO® Serious Play® — Strategic Decision Making & Problem Re...Michael Tarnowski
LEGO® Serious Play® — Strategic Decision Making & Problem Resolution with Fun!
Elevator Pitch.
LEGO® Serious Play is a facilitated method for strategic decision-making and problem resolution in business environments.
You could use LSP for merger & acquisition (M&A) evaluation, SWAT analysis, strategy or vision definition, product development, organisational design/development, brand design, or developing business, department. or team goals - to name a few.
Innovation Games — The Seriously Fun Way to Do Work!Michael Tarnowski
Innovation Games are a set of originally market research oriented, facilitated and directed games. They are focussed, on real-time collaborative games as means of engaging customers and stakeholders to reveal what really matters to them and to get breakthrough ideas.
Use Innovation Games for such things as portfolio management, requirements management and any number of tasks that require innovative thinking, priorisation, brainstorming and cross-functional collaboration.
Product Owner Challenge - User Stories ready to playMichael Tarnowski
Epics, and user stories w/ acceptance critieria to integrate agile mindset into Product Owner Challenge game (POC).
POC is an agile game w/ Lego bricks. Its about challenging the product development to communicate clear objectives, requirements, and vision.
User stories for LEGO Creator Series: 6910 (Sports Car), 31000 (Pick-up truck), and 5761 (Digger, front loader)
Drama babe! – Theatre Stage Experience for AgilistsMichael Tarnowski
I presented this workshop at “Walk the Talk – Talk the Walk” #WTTW, Annual Conference Agile Consortium NL, 10.Sept.2014. – The presentation gives you a broad toolbox of communication skills:
* How to set the narrative structure your presentation
* How to prepare your stage: onstage, offstage, and audience space
* How to use light, sound, costumes, and props properly
* How to rehearse & improve your presentation
* How to use your body language
I structured my workshop as a theatre playbook:
Prologue
Who is your Performer?Why do Agilists need Theatre Stage Experience?
Act I – Scripting the Performance
Act I, Scene 1 – Write the Playbook,
Act I, Scene 2 – Set the Stage
Act I, Scene 3 – Set the Pose
Act I, Scene 4 – Direct the Performance
Act II – Staging the Performance
Act II, Scene 1 – Build the Stage
Act II, Scene 2 – Onstage & Backstage, Entrances & Exits
Act II, Scene 3 – Set the Light
Act II, Scene 4 – Set the Sound/Music
Act II, Scene 5 – Set the Costumes & Props
Act III – Performing the Performance
Act III, Scene 1 – Rehearse
Act III, Scene 2 – Find proper Emphasis
Act III, Scene 3 – Create Meaning
Act III, Scene 4 – Create Emotions and Authenticity
The presentation provides the background for "The Drama Game”.
Integrate your customers by casting them in a Quest story with your product dev team as one of the characters.
“The Drama Game” is a story telling game to create within all stakeholders - customer & project team - a shared understanding of crucial situations ("incidents") happened in a product development project. You should play the game during your project in retrospectives or as post-mortem analysis after.
The presentation contains playing instructions and material for "The Drama Game”.
“The Drama Game” is a story telling game to create within all stakeholders - customer & project team - a shared understanding of crucial situations ("incidents") happened in a product development project. You should play the game during your project in retrospectives or as post-mortem analysis after.
The presentation contains posters illustrating "The Drama Game”.
“The Drama Game” is a story telling game to create within all stakeholders - customer & project team - a shared understanding of crucial situations ("incidents") happened in a product development project. You should play the game during your project in retrospectives or as post-mortem analysis after.
Short introduction to Innovation Games® and examples of their application in Lean and Lean StartUps: Reduce Waste, Value Stream Mapping, and Minimum Viable Product.
Xing User Group Agile Rhein-Main: Innovation Games™Michael Tarnowski
Michael Tarnowski from Plays-In-Business.com gave a presentation of a Teaser Event on Innovation Games™ for the Xing User Group Agile Rhein-Main (https://www.xing.com/net/pria952a0x/agilerheinmain/).
What are Innovation Games and for what you can use them... Questions over questions... Here you get the answers!
Presentation on Innovation Games ™ - What are Innovation Games and for what you can use them... Questions over questions... ;-)
Here you get the answers!
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
2. www.plays-in-business.com
Star Trek – Prime Directive
(March 1968 episode "Bread and Circuses“)
Oveja: https://www.flickr.com/photos/oveja59/3755115126/
No identification of self or mission.
No interference with the social
development of said planet.
No references to space or the fact that
there are other worlds or civilizations.
3. www.plays-in-business.com
What is a TEAM?
What is a TEAM?
드림포유: https://www.flickr.com/photos/124961070@N02/14485059353/
Team
“A team is a group of people with
different abilities, talents, experience,
and backgrounds who hold each other
accountable for a common purpose to
produce a specific outcome. ”
Team = Accountability
+ Diversity
+ Purpose
4. www.plays-in-business.com
What is a Team Charter?
Team Charter – Get the Team Off to Start Great
Gage Skidmore: https://www.flickr.com/photos/gageskidmore/8554349485/
Team Charter
A plan how the team will work together.
An agreement to set values, achievable
protocols for the team.
Defines purpose, tasks, scope and
the Team will operate.
Prime Directive
Summary clothed as motto.
5. www.plays-in-business.com
What is a Team Charter?
Team Charter – Get the Team Off to Start Great
Gage Skidmore: https://www.flickr.com/photos/gageskidmore/8554349485/
Team Charter
Shows support and commitment.
Sets team direction.
Provides agreements and clarity.
Structures and ensures an effective
Identifies roles.
Outlines boundaries and scope.
Sets resources.
Improves productivity, and likelihood of
outcome.
“Charter” is borrowed from the British, where the sovereign granted
rights or privileges to an individual.
6. www.plays-in-business.com
Elements of a Team Charter
Elements of a Team Charter
“WHY? - HOW? - WHAT? - WHAT NOT? - WHO? - WOW!
Glyn Lowe: https://www.flickr.com/photos/glynlowe/6400366303/
Mission Statement — WHY: reason the
team exists.
Values — HOW: team does business,
treats others.
Norms — HOW: team interacts, makes
decisions, resolves conflicts, and relays
information.
Goals — WHAT: measurable team
outcome/ performance, benchmarks
towards constant improvement.
Scope — WHAT NOT: within and outside
the scope of the team.
Roles, Responsibilities, and Strengths —
WHO: each member’s contribution,
unique skills and strengths.
Fun Events — WOW: celebrate Success &
Failures.
7. www.plays-in-business.com
Mission Statement
Mission Statement
NASA Goddard Space Flight Center: https://www.flickr.com/photos/gsfc/6235601532/
Essence WHY the team exists.
Mission is an extension of the team’s
It expands the purpose, with a broadly
Reason for the team’s existence
Alignment to core business activities
Project or department mission
Why team come to work
12. www.plays-in-business.com
Roles, Responsibilities
Roles, Responsibilities
Michael Cardus: https://www.flickr.com/photos/create-learning/3885371507/
WHO: overview of each team member’s
contribution.
Functional
by profession, e.g.:
Architect, UX Designer, Developer, Scrum
Non-Functional
by team character, e.g.:
Encourager, Harmoniser, Compromiser,
Gatekeeper
13. www.plays-in-business.com
Strengths & Skills
Strengths & Skills
michael davis-burchat: https://www.flickr.com/photos/curious_e/9665154690/
WHICH: overview of each team member’s
unique skills and strengths.
Who has skill/strength XYZ?
What are your overall strengths as a team?
14. www.plays-in-business.com
Weaknesses & Risks
Weaknesses & Risks
Nicolas Raymond: https://www.flickr.com/photos/80497449@N04/8677736772/
WHICH: do the team lack?
What skills/competencies do the team
What infrastructure/technology do the
15. www.plays-in-business.com
Fun Events - Celebration
Fun Events
John Haslam: https://www.flickr.com/photos/foxypar4/2153422313/
WOW: Celebrate Success & Failures!
Use shared Ceremonies, Parties, and Fun
Team Building
Building and Strengthening Working
Individual Relaxing
Building Empathy
16. www.plays-in-business.com
Aggregate Prime Directive
Prime Directive = Sum of all
Andy Rennie: https://www.flickr.com/photos/andrewrennie/4368167619/
Mission
+ Goals
+ Values
+ Norms
+ Scope
+ Roles
+ Celebration
_______________________
= Prime Directive
17. www.plays-in-business.com
Team Phases
Team Phases (Tuckman, 1975)
“Forming – Storming – Norming - Performing”
Pascal: https://www.flickr.com/photos/pasukaru76/6483706465/
Forming: testing to establish boundaries,
politeness and dependency.
Storming: conflict and polarization
around personal issues. Clarity of purpose
there still are numerous uncertainties.
Norming: agreement, consensus,
oneness in goal with some personal goals
Performing: clarity of purpose. The
team is more strategically aware
Adjourning: completing the task and
breaking up the team (“Mourning”).
Forming
Storming Norming
Performing
Adjourning
19. www.plays-in-business.com
Quality & Acceptance Criteria for Team Charter
Quality and Acceptance Criteria for Team Charter
Hector Alejandro: https://www.flickr.com/photos/hectoralejandro/5226868443/
Clear & Understandable: Clear definition
of terms, even blurred once.
No jargon or buzzwords – clear terminology
everyone.
No adverbs – use verbs instead.
Short: Short sentences and descriptions.
Phrase actionable.
Measurable: define goals SMART:
Specific, Measurable, Achievable,
Relevant, Time-framed.
Adapt the Team Charter regularly:
“A Team Charter is not made from stone”
22. www.plays-in-business.com
Team Chartering with LEGO Serious Play
Why LEGO Serious Play?
kreezzalee, https://www.flickr.com/photos/repoort/2579139642
„Constructive Thinking“ with Hands.
Metaphorical Storytelling.
High Emotional Engagement and
Commitment of participants.
All participants are highly
communicatively involved.
Everyone shares her opinion.
Decisions and Next Steps are agreed
by all participants.
23. www.plays-in-business.com
Team Chartering – The Game
Team Chartering – The Game
LEGO Serious Play workshop by Plays-In-Business
The Game
Small Group Facilitation: <30 part.
For all participants run all - rounds:
For each round:
building models: 03min (for all part.)
communication: +90min (3min/part.)
95min (total)
Large Group Facilitation: >30 part.
Each table (≈ 12 part.) gets one of the
.
For each table:
building models /: 03min (for all part.)
communication /: +36min (3min/part.)
building model : +03min (for all part.)
communication : +36min (3min/part.)
74min (total)
visiting other results: +16min (total)
90min (total)
24. www.plays-in-business.com
Team Chartering – The Game
Team Chartering – The Game
LEGO Serious Play workshop by Plays-In-Business
Gaming Material
Each table:
1 Game Setup
1 Gaming instructions -
25. www.plays-in-business.com
The Game Setup
The Game Setup
Paul Hudson: https://www.flickr.com/photos/pahudson/7142817105/
Your Setup
You are a fresh member of a newly built
the Ω corporation.
Team objective is to develope the „Hello
The business vision of Ω corporation is to
market share of Google within the next 5
new app.
The Ω corporation is inclined to self-
employees.
Your Task
Create a team charter for your Ω
by following - .
26. www.plays-in-business.com
https://www.flickr.com/photos/blues
muse/35186204/
https://www.flickr.com/photos/pmarkham/15993868497/
Quality and Acceptance Criteria for Team Charter
Wolfgang Lonien, https://www.flickr.com/photos/wjlonien/11027445953
Clear & Understandable: Clear definition
of terms, even blurred onces.
No jargon or buzzwords – clear terminology
everyone.
No adverbs – use verbs instead.
Short: Short sentences and descriptions.
Phrase actionable.
Measurable: define goals SMART:
Specific, Measurable, Achievable,
Relevant, Time-framed.
Adapt the Team Charter regularly:
“A Team Charter is not made from stone”
27. www.plays-in-business.com
What is a TEAM?
What is a TEAM?
드림포유: https://www.flickr.com/photos/124961070@N02/14485059353/
Team
“A team is a group of people with
different abilities, talents, experience,
and backgrounds who hold each other
accountable for a common purpose to
produce a specific outcome. ”
Team = Accountability
+ Diversity
+ Purpose
28. www.plays-in-business.com
Team Charter – Get the Team Off to Start Great
Team Charter – Get the Team Off to Start Great
Bill Ward: https://www.flickr.com/photos/billward/3640804566/
Team Charter
Shows support and commitment.
Sets team direction.
Provides agreements and clarity.
Structures and ensures an effective
Identifies roles.
Outlines boundaries and scope.
Sets resources.
Improves productivity, and likelihood of
outcome.
Prime Directive
Summary clothed as motto.
29. www.plays-in-business.com
Elements of a Team Charter
Elements of a Team Charter
“WHY? - HOW? - WHAT? - WHAT NOT? - WHO? - WOW!
Pascal: https://www.flickr.com/photos/glynlowe/6400366303/
Mission Statement — WHY: reason the
team exists.
Values — HOW: team does business,
treats others.
Norms — HOW: team interacts, makes
decisions, resolves conflicts, and relays
information.
Goals — WHAT: measurable team
outcome/ performance, benchmarks
towards constant improvement.
Scope — WHAT NOT: within and
outside the scope of the team.
Roles, Responsibilities, and Strengths —
WHO: each member’s contribution,
unique skills and strengths.
Fun Events — WOW: celebrate Success &
Failures
30. www.plays-in-business.com
Create Team Mission Statement
Build a LEGO model for the Mission Statement:
“What is the the Essence of a Team?”
Pascal: https://www.flickr.com/photos/pasukaru76/6483706465/
Mission Statement
Reason for the team’s existence
Alignment to core business activities
Project or department mission
Why team come to work
31. www.plays-in-business.com
Create Team Mission Statement
Build a LEGO model for the Team Values:
“What is the Team’s Belief System?”
Ale Art: https://www.flickr.com/photos/amecoli/8350235893/
Team Values
Approach how the Team is doing
treats others.
32. www.plays-in-business.com
Create Team Goals
Build a LEGO model for the Team Goals:
“What does the Team achieve?”
Rufus Gefangenen: https://www.flickr.com/photos/rufo_83/5827270328/in/faves-58564123@N05/
Team Goals
What outcomes the team wants to
What are the short term and long term
SMART (Specific, Measurable,
Relevant, Time-framed)
33. www.plays-in-business.com
Agree Ground Rules
Build a LEGO model for the Norms
Simon Zirkunow: https://www.flickr.com/photos/bluesmuse/35186204/
Guiding Principles
To collaborate within the Team
To work with external Partners,
Organisations.
To solve Conflicts.
team govern itself, make decisions,
communicate, and improve.
34. www.plays-in-business.com
Understand Diversities
Build a LEGO model of what yourself can do
best – Not necessarily professional.
JD Hancock: https://www.flickr.com/photos/jdhancock/13026748024/
Group Diversity & Skills
Diversity of the team members skills and
Diversity of personal backgrounds.
Diversity of personal strength &
35. www.plays-in-business.com
Strengths & Skills — Weaknesses & Risks
Josh Wedin: https://www.flickr.com/photos/38446022@N00/8242158779/
WHICH: are each team member’s unique
skills and strengths?
Who has skill/strength XYZ?
What are your overall strengths as a team?
WHICH: do the team lack?
What skills/competencies do the team
What infrastructure/technology do the
36. www.plays-in-business.com
Agree Individual Team RolesTeam Roles
What various Roles, Responsibilities, and
Team needs?
Functional
by profession, e.g.:
Architect, UX Designer, Developer, Scrum Master, etc.
Non-Functional
by team character, e.g.:
Encourager, Harmoniser, Compromiser, Observer,
Build a LEGO model of needed Team Roles
JD Hancock: https://www.flickr.com/photos/jdhancock/14191993919/
37. www.plays-in-business.com
Agree Ground Rules
Build a LEGO model of Events To Celebrate
Janet: https://www.flickr.com/photos/13698839@N00/10403039754
Celebration
Create a list of Fun Event ideas to build
Team’s working relationships.
Success & Failures!
38. www.plays-in-business.com
Aggregate Prime DirectiveMission
+ Goals
+ Values
+ Norms
+ Scope
+ Roles
+ Celebration
_______________________
= Prime Directive
Prime Directive = Sum of all
“Aggregate all results from - “
Andy Rennie: https://www.flickr.com/photos/andrewrennie/4368167619/
40. www.plays-in-business.com
Twitter: @M_Tarnowski, @PlaysInBusiness
Facebook: http://bit.ly/PiB-FB
LinkedIn: http://bit.ly/MT-LinkdIn
Xing: http://bit.ly/MT-Xing
SlideShare: http://bit.ly/MT-SShare
Or call me:
+49-172-6915261 • +49-611-2056820
(cell phone/mobile) (regular phone)
Drop me a note:
info@plays-in-business.com
This document may be further distributed free-of-charge in its original, complete form only. Please credit Plays-in-Business.com.
All images used are – if not stated otherwise – taken from flickr.com under Common Creative License.
Julien GONG Min, https://www.flickr.com/photos/bfishadow/3634884928/