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Agile inception: dalla parte delle persone, con Management 3.0

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Renato Brazioli
Renato Brazioli

L¡¯inception Agile ¨¨ un momento fondamentale nella formazione di un team Agile. Ne ¡°segna¡± l¡¯inizio e ne aumenta le probabilit¨¤ di successo, accelerando il raggiungimento dell¡¯efficacia. Si crea ¡°alignment¡± rispetto a diversi aspetti critici, in particolare, la propria organizzazione e il prodotto da realizzare. In questo Workshop, partendo da un ¡°case study¡±, ci focalizzeremo sulle persone, sia come individui che come team, attingendo ai principi e alle pratiche di Management 3.0.

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Agile Inception Dalla parte delle persone, con Management 3.0 Renato Brazioli me@renatobrazioli.it http://renatobrazioli.it 2018
Team Working Agreements P
Tell me and I forget Teach me and I remember Involve me and I learn Benjamin Franklin
Welcome
Agile inception: dalla parte delle persone, con Management 3.0
About Agile Inception and Management 3.0
Ideas about Agile Inception Prepared exclusively for Renato Brazioli The Agile Inception Deck by Jonathan Rasmusson Monday, 13 August, 12 ptg16751092 From the Library of Renato Brazioli Prepared exclusively for Renato Brazioli
Agile inception: dalla parte delle persone, con Management 3.0
Agile inception: dalla parte delle persone, con Management 3.0
Agile inception: dalla parte delle persone, con Management 3.0
Agile inception: dalla parte delle persone, con Management 3.0
People over Process The ¡°people over process¡± paradigm is great, until you find out that your team consists of two trolls, a parrot, and a hairdresser, and a relatively bright project manager, who happens to be deaf, blind, and mute
The Tuckman Development Sequence Forming Storming Norming Performing
Agile inception: dalla parte delle persone, con Management 3.0
Management 1.0 It was engineers who developed scientific management, the command-and-control style of leadership that was quite successful in the 20th century. In this style of management, a common practice is that they are managed like machines. Leaders assume that improvement of the whole requires monitoring, repairing, and replacing the parts. Engineers developed most management frameworks with upfront design, top-down planning and command-and-control structures and processes. Frameworks work well with predictable, repeatable tasks (by machines). They don¡¯t work with creativity, innovation and problem-solving (by humans).
Management 2.0 In a Management 2.0 organization, everyone recognizes that ¡°people are the most valuable assets¡± and that managers have to become ¡°servant leaders¡±. But, at the same time, managers prefer to stick to the hierarchy. How to deal with middle/senior managers and colleagues in staff functions is in all likelihood the most challenging issue you will face in a transformation.
Management 3.0 Some people think of an organization as a community or a city. You can do what you want, as long as you allow the community to benefit from your work. We call that Management 3.0. Management of the work is a crucial activity, but this could be done with or without dedicated managers. In fact, a business can do a lot of management with almost no managers! Most creative workers don¡¯t realize that they are also responsible for management stuff. Management is too important to leave to the managers.
Management 3.0 is a Mindset It is a mindset, combined with an ever-changing collection of games, tools, and practices to help any worker to manage the organization. It is a?way of looking at work systems. Management 3.0 is not yet another framework.
Hello Martie! Management & ? Leadership Complexity Thinking
A model with Six Views Energize People Empower Teams Align Constraints Develop Competence Grow Structure Improve Everything
Jurgen Appelo and Happy Melly Jurgen Appelo writer, speaker, entrepreneur... www.jurgenappelo.com 2010 2013 2016 All images have an hyperlink associated
The BagnaCa¨²diko Project
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Fornire una esperienza unica agli amanti del cibo naturale coniugando aglio e wasabi amanti della cucina tradizionale sperimentare nuove combinazioni amanti della cucina fusion vegetariani¡°tolleranti¡± mettere a tavola nonni e nipoti Cibo semplice Sushi Sashimi Tempura Bagna Ca¨²da €€€€ Esplorare la possibilit¨¤ di nuove proposte di ristorazione
Team Discovery
Personal Maps
Moving Motivators
Moving Motivators x10 x8 x6 x4 x2 x1 x0,8 x0,6 x0,4 x0,2
Team Forming
Seven Levels of Delegation The 7 Levels of Delegation is a symmetrical model. It works in both directions.
Delegation Board DelegateInquireAdviseAgreeConsultSellTell
Agile inception: dalla parte delle persone, con Management 3.0
THANK YOU YOUR ATTENTION FOR e-mail INSERT CLASSIFICATION THANK YOU YOUR ATTENTION FOR me@renatobrazioli.it
Cards
Cook Cutting Expert € Owner WaiterHead Waiter Waiter Cutting Expert Cook

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Agile inception: dalla parte delle persone, con Management 3.0

  • 1. Agile Inception Dalla parte delle persone, con Management 3.0 Renato Brazioli me@renatobrazioli.it http://renatobrazioli.it 2018
  • 3. Tell me and I forget Teach me and I remember Involve me and I learn Benjamin Franklin
  • 6. About Agile Inception and Management 3.0
  • 7. Ideas about Agile Inception Prepared exclusively for Renato Brazioli The Agile Inception Deck by Jonathan Rasmusson Monday, 13 August, 12 ptg16751092 From the Library of Renato Brazioli Prepared exclusively for Renato Brazioli
  • 12. People over Process The ¡°people over process¡± paradigm is great, until you find out that your team consists of two trolls, a parrot, and a hairdresser, and a relatively bright project manager, who happens to be deaf, blind, and mute
  • 13. The Tuckman Development Sequence Forming Storming Norming Performing
  • 15. Management 1.0 It was engineers who developed scientific management, the command-and-control style of leadership that was quite successful in the 20th century. In this style of management, a common practice is that they are managed like machines. Leaders assume that improvement of the whole requires monitoring, repairing, and replacing the parts. Engineers developed most management frameworks with upfront design, top-down planning and command-and-control structures and processes. Frameworks work well with predictable, repeatable tasks (by machines). They don¡¯t work with creativity, innovation and problem-solving (by humans).
  • 16. Management 2.0 In a Management 2.0 organization, everyone recognizes that ¡°people are the most valuable assets¡± and that managers have to become ¡°servant leaders¡±. But, at the same time, managers prefer to stick to the hierarchy. How to deal with middle/senior managers and colleagues in staff functions is in all likelihood the most challenging issue you will face in a transformation.
  • 17. Management 3.0 Some people think of an organization as a community or a city. You can do what you want, as long as you allow the community to benefit from your work. We call that Management 3.0. Management of the work is a crucial activity, but this could be done with or without dedicated managers. In fact, a business can do a lot of management with almost no managers! Most creative workers don¡¯t realize that they are also responsible for management stuff. Management is too important to leave to the managers.
  • 18. Management 3.0 is a Mindset It is a mindset, combined with an ever-changing collection of games, tools, and practices to help any worker to manage the organization. It is a?way of looking at work systems. Management 3.0 is not yet another framework.
  • 19. Hello Martie! Management & ? Leadership Complexity Thinking
  • 20. A model with Six Views Energize People Empower Teams Align Constraints Develop Competence Grow Structure Improve Everything
  • 21. Jurgen Appelo and Happy Melly Jurgen Appelo writer, speaker, entrepreneur... www.jurgenappelo.com 2010 2013 2016 All images have an hyperlink associated
  • 23. ???
  • 24. Fornire una esperienza unica agli amanti del cibo naturale coniugando aglio e wasabi amanti della cucina tradizionale sperimentare nuove combinazioni amanti della cucina fusion vegetariani¡°tolleranti¡± mettere a tavola nonni e nipoti Cibo semplice Sushi Sashimi Tempura Bagna Ca¨²da €€€€ Esplorare la possibilit¨¤ di nuove proposte di ristorazione
  • 28. Moving Motivators x10 x8 x6 x4 x2 x1 x0,8 x0,6 x0,4 x0,2
  • 30. Seven Levels of Delegation The 7 Levels of Delegation is a symmetrical model. It works in both directions.
  • 33. THANK YOU YOUR ATTENTION FOR e-mail INSERT CLASSIFICATION THANK YOU YOUR ATTENTION FOR me@renatobrazioli.it
  • 34. Cards