3. Agenda
• What (actually) is agile?
• Why it is (so) important?
• What (really) changes with agile?
• Issues in agile transformation?
• HR Challenges?
15. The New New Product Development Game,
HBR 1986
In today’s fast-paced, fiercely competitive world of commercial
new product development, speed and flexibility are essential.
Companies are increasingly realizing that the old, sequential
approach to developing new products simply won’t get the
job done. Instead, companies in Japan and the US are using a
holistic method—as in rugby, the ball gets passed within the
team as it moves as a unit up the field.
This holistic approach has six characteristics: built-in instability,
self-organizing project teams, overlapping development
phases, “multilearning,” subtle control, and organizational
transfer of learning. The six pieces fit together like a jigsaw
puzzle, forming a fast flexible process for new product
development. Just as important, the new approach can act as
a change agent: it is a vehicle for introducing creative, market-
driven ideas and processes into an old, rigid organization.
24. Agile Mindset
Fixed Mindset Agile Mindset
Ability – static, like height Ability – can grow, like
muscle
Goal – look good Goal – to learn
Challenge – to avoid Challenge – embrace
Failure- defines your
identity
Failure – provides
information
Effort – for those with no
talent
Effort – path to mastery
Reaction to challenge –
helplessness
Reaction to challenge –
resilience
27. Agile Behaviors
• Beginner’s mindset
• Jack of all trades, Master of one!
• Continuous learner
• Initiative-taker, courageous
• Experimental, feedback-driven
• Fail fast, fail cheap, fall forward
• Collaborative, team player
• One for all, all for one
35. Conway’s Law…
“Any organization that designs a
system (defined broadly) will
produce a design whose structure is
a copy of the organization's
communication structure.”
Mel Conway,
“How Do Committees Invent?”, 1967
http://www.melconway.com/Home/Conways_Law.html
43. Manager vs. Scrum?
• This is a good starting
point
• http://
www.goodagile.com/
resources/
roleofthemanager10.
pdf
44. Good in Scrum
Help remove blocks
that the Team is not
able to resolve by
themselves
Provide advice and
input to the Team
on technical
difficulties that
come up
Do regular 1:1
meetings with
team members, to
provide coaching
and mentoring
Give input on how
to make features
better
Stay abreast of
developments in
tools and
technologies Team
is using
Plan training and
other skills
development for
Team members
Stay up to date on
industry news and
developments
Anticipate tools,
skills and other
future needs
Plan and manage
budgets and
financials
Give input on what
features /
functionality the
Team should build
(to P.O.)
Do performance
evals and provide
feedback to
teammembers
Do career
development and
career planning with
team members
Recruit, interview
and hire new team
members
Remove team
members who are
not able to perform
well within the Team
45. Conflict / Not needed
Decide what work
needs to be done
Assign the work to
Team members
Keep track of what
everyone on the
Team is doing
Make sure the Team
gets their work
done
Make commitments
to mgt about how
much Team can do
by a certain date
Be responsible for
the Team meeting
the commitments
I’ve made to
management
Do weekly status
update report for
management
Do weekly Team
staff meeting
51. Agile Culture
• High trust and respect for individual
• Self-organizing teams
• Openness and Transparency
• “Safe to fail”, Fail Fast, Fail cheap
• Creativity and Innovation
• Learn, Share, Grow
• Built to change (vs. Built to Last)
• Shared leadership
• Responsibility-Accountability Alignment
• Fun, Humane, Empathy, Egalitarian
77. Cultural Changes Tradition Org Agile Org
Fundamental
cultural
assumptions
Software is specifiable,
predictable, and can be
built based on meticulous
planning
High quality software is
developed by small teams using
continuous improvement and
testing based on rapid feedback
and change
Control Process focus People focus
Management style Command and control Leadership and collaboration
Knowledge
management
Explicit Tacit
Role assignment Individual and specialized Self-organizing with role
interchangeablility encouraged
Communication Formal Informal
Customer Role Important Critical
Project Cycle Driven by tasks and
activities
Driven by required product
features
Organizational
form and
structure
Bureaucratic and highly
formalized
Flexible, informal and
participative
82. Recap
• Nature of work is changing. Way of working
(i.e. agile) needs to be commensurate to it.
• Agile changes everything: individuals, teams,
management, leadership, culture, org,…
• Above all, agile is all about mindset,
behaviors and culture rather methods,
processes and tools.
• HR has a great opportunity to enable and
lead this unique and strategic transformation.
83. One more thing…
A photographer went to a
socialite party in New York. As
he entered the front door, the
host said, “I love your pictures
– they’re wonderful; you must
have a fantastic camera.”
He said nothing until dinner
was finished, then, “That was a
wonderful dinner; you must
have a terrific stove.”
– Sam Haskins