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![Check In
Use Check In to begin meetings or anytime an individual or group Check In would add more value to the current
team interactions.
Steps
1. Speaker says “I feel [one or more of MAD, SAD, GLAD, AFRAID].” Speaker may provide a brief explanation.
Or if others have already checked in, the speaker may say “I pass.” (See the Pass protocol.)
2. Speaker says “I’m in.” This signifies that Speaker intends to behave according to the Core Commitments.
3. Listeners respond, “Welcome.”
Commitments
• State feelings without qualification.
• State feelings only as they pertain to yourself.
• Be silent during another’s Check In.
• Do not refer to another’s Check In disclosures without explicitly granted permission from him or her.
Notes
• In the context of the Core Protocols, all emotions are expressed through combinations of MAD, SAD, GLAD, or
AFRAID. For example, “excited” may be a combination of GLAD and AFRAID.
• Check In as deeply as possible. Checking in with two or more emotions is the norm. The depth of a group’s
Check In translates directly to the quality of the group’s results.
• Do not do anything to diminish your emotional state. Do not describe yourself as a “little” mad, sad, glad, or
afraid or say “I’m mad, but I’m still glad.”
• Except in large groups, if more than one person checks in, it is recommended that all do so. 49](https://image.slidesharecdn.com/agilemanagement-180426111746/75/Agiles-Management-Wie-geht-das-49-2048.jpg)
![Decider
Use Decider anytime you want to move a group immediately and unanimously towards results.
Steps
1. Proposer says “I propose [concise, actionable behavior].”
2. Proposer says “1-2-3.”
3. Voters, using either Yes (thumbs up), No (thumbs down), or Support-it (flat hand), vote
4. simultaneously with other voters.
5. Voters who absolutely cannot get in on the proposal declare themselves by saying “I am an
6. absolute no. I won’t get in.” If this occurs, the proposal is withdrawn.
7. Proposer counts the votes.
8. Proposer withdraws the proposal if a combination of outliers (No votes) and Support-it votes is
9. too great or if proposer expects not to successfully conclude Resolution (below). You can approximate “too great” by using
the following heuristics:
(a) approximately 50% (or greater) of votes are Support-it, OR
(b) the anticipated gain if the proposal passes is less than the likely cost of Resolution effort
10. Proposer uses the Resolution protocol with each outlier to bring him or her in by asking, “What will it take to get you in?”
11. Proposer declares the proposal carried if all outliers change their votes to Yes or Support-it.
12. The team is now committed to the proposed result.
effective agile. 54](https://image.slidesharecdn.com/agilemanagement-180426111746/75/Agiles-Management-Wie-geht-das-54-2048.jpg)
Uploaded byDigicomp Academy AG
Agiles Management - Wie geht das?
Ralph Jocham is an agile coach and trainer who has been involved in agile since 2000. He discovered early in his career as a programmer that process was often a problem. He helped develop the Unified Process and has been training people in effective agile practices like Scrum since 2001. Some key points he discusses include: - The principles of agile management including energizing people, empowering teams, aligning constraints, and growing structure. - Sociocratic practices like World Cafe and Lean Coffee that can be used for agile management. - The Core Protocols which are a set of behaviors and commitments for rational decision making and moving groups forward effectively. Protocols include check-
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Similar to Agiles Management - Wie geht das?
Agiles Management - Wie geht das?
- 1. Digicomp Academy AG1 Agiles Management Wie geht das?
- 2. Ø Started asprogrammer; discovered process as a problem early on Ø First Unified Process with UML Ø Agile since 2000, Scrum since 2001 Ø Did come around, different cultures and domains Ø Founder of effective agile. Ø Trainer with Ralph Jocham +41 79 448 6388 @rjocham [email protected] 2 June 2018
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- 5. Why Agile Fails effectiveagile. 5
- 6. Barriers in AgileAdoption effective agile. 6
- 7. Peter Drucker (1909-2005) Managementis about human beings. Its tasks is to make people capable of joint performance, to make their strengths effective and their weakness irrelevant. This is what organization is all about, and it is the reason that management is the critical, determining factor. effective agile. 7
- 8. effective agile. 8 management not Managers manageis a verb. Manager is a noun. -- Larry Galler, Times Columnist Individuals and Interactions over Processes and Tools
- 9. But I ama manager … what can I do? effective agile. 9
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- 12. Management 3.0 • Createdby Jurgen Appelo in the early 2000 • Book in 2010 • Third iteration of management styles 12
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- 14. Energize People • MovingMotivators • KUDO Cards effective agile. 14
- 15. 15effective agile. Energize People MovingMotivators (link)
- 16. Energize People KUDO Cards(link) effective agile. 16
- 17. Empower Teams • DelegationPoker • Delegation Board effective agile. 17
- 18. Empower Teams Delegation Poker(link) effective agile. 18
- 19. Empower Teams Delegation Poker(link) effective agile. 19 Tell: You as the manager make the decision Sell: You as the manager make the decision but try to others to buy into Consult: You get input from team before making decision Agree: We make decision together as one team Advise: Your team makes the decision, you try to influence them Inquire: Your team makes the decision and then tells you about it Delegate: You let the team work it out Manager Team
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- 21. Align Constraints • IdentitySymbols • Personal Map • Values effective agile. 21
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- 23. Align Constraints Personal Map(link) effectiveagile. 23 Ralph Switzerland, Bern Germany, Albstadt Own company effective agile. Cooking, Running Since 2001 Married, 2 daughters, dog Some good friends all over the world Honesty Be there for my family Grow business
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- 25. Grow Structure • T-ShapedPeople • Meddlers • … effective agile. 25
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- 28. … and manymore (link) … effective agile. 28
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- 41. The Core Commitments 1.I commit to engage when present - To know and disclose - what I want - what I think, and - what I feel - To always seek effective help - To decline to offer and refuse to accept incoherent emotional transmissions - When I have or hear a better ideas then the currently prevailing idea, I will, immediately either - propose it for decisive acceptance or rejection, and/or - explicitly seek its improvement - I will personally support the best idea - regardless of its source, - however much I hope an even better idea may latter arise, and when I have no superior alternate idea 2. I will seek to perceive more then I seek to be perceived 41 Be Honest Be Straight Always seek to improve Be Unbiased Don’t be a loudmouth
- 42. The Core Commitments(cont.) 3. I will use teams, especially when undertaking difficult tasks 4. I will speak always and only when I believe it will improve the general result/effort ratio 5. I will offer and accept only rational, results-oriented behavior and communication 6. I will disengage from less productive situations, - when I cannot keep theses commitments, - when it is more important that I engage elsewhere 7. I will do now what must be done eventually and effectively be done now 8. I will seek to move forward toward a particular goal, by biasing my behavior toward action. 9. I will use the Core Protocols (or better) when applicable - I will offer and accept timely and proper use of the Protocol Check protocols without prejudice 11. I will neither harm – nor tolerate the harming of – anyone for his or her fidelity to these commitments 12. I will never do anything dumb on purpose 42 It’s not about you Never, ever accept bad behavior Dare to say ‘No’ Don’t Procrastinate Be fair Don’t be stupid stupid Stay focused and driven
- 43. Trust & Courage effectiveagile. 43
- 44. How does itfit into the Agile Picture effective agile. 44 (source: Ralph Stacey, University of Herfordshire) Team XP Scrum The Core Protocols
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- 46. The 11 CoreProtocols 1. Pass (Unpass) 2. Check In 3. Check Out 4. Ask For Help 5. Protocol Check 6. Intention Check 7. Decider 8. Resolution 9. Perfection Game 10. Personal Alignment 11. Investigate effective agile. 46
- 47. Pass (Unpass) The Passprotocol is how you decline to participate in something. Use it anytime you don’t want to participate in an activity. Steps 1. When you’ve decided not to participate, say “I pass.” 2. Unpass any time you desire. Unpass as soon as you know you want to participate again by saying “I unpass.” Commitments • Hold reasons for passing private. • Pass on something as soon as you are aware you are going to pass. • Respect the right of others to pass without explanation. • Support those who pass by not discussing them or their pass. • Do not judge, shame, hassle, interrogate or punish anyone who passes. Notes • In general, you will not be in good standing with your Core Commitments if you pass most of the time. • You can pass on any activity; however, if you have adopted the Core Commitments, you cannot pass on a Decider vote and you must say “I’m in” when checking in. • You can pass even though you have already started something. 47
- 48. Pass (Unpass) 48 Any timewhen you have decided to pass you say ‘I pass’ Hold reason for passing private In general, you will not be in good standing with your Core Commitments if you pass most of the time.
- 49. Check In Use CheckIn to begin meetings or anytime an individual or group Check In would add more value to the current team interactions. Steps 1. Speaker says “I feel [one or more of MAD, SAD, GLAD, AFRAID].” Speaker may provide a brief explanation. Or if others have already checked in, the speaker may say “I pass.” (See the Pass protocol.) 2. Speaker says “I’m in.” This signifies that Speaker intends to behave according to the Core Commitments. 3. Listeners respond, “Welcome.” Commitments • State feelings without qualification. • State feelings only as they pertain to yourself. • Be silent during another’s Check In. • Do not refer to another’s Check In disclosures without explicitly granted permission from him or her. Notes • In the context of the Core Protocols, all emotions are expressed through combinations of MAD, SAD, GLAD, or AFRAID. For example, “excited” may be a combination of GLAD and AFRAID. • Check In as deeply as possible. Checking in with two or more emotions is the norm. The depth of a group’s Check In translates directly to the quality of the group’s results. • Do not do anything to diminish your emotional state. Do not describe yourself as a “little” mad, sad, glad, or afraid or say “I’m mad, but I’m still glad.” • Except in large groups, if more than one person checks in, it is recommended that all do so. 49
- 50. Check In 50 Glad Sad Mad Afraid Onlyexpress your own feelings Don’t disrupt an other person’s Check In Be honest
- 51. Perfection Game The PerfectionGame protocol will support you in your desire to aggregate the best ideas. Use it whenever you desire to improve something you’ve created. Steps 1. Perfectee performs an act or presents an object for perfection, optionally saying “Begin” and “End” to notify the Perfector of the start and end of the performance. 2. Perfector rates the value of the performance or object on a scale of 1 to 10 based on how much value the Perfector believes he or she can add. 3. Perfector says “What I liked about the performance or object was X,” and proceeds to list the qualities of the object the Perfector thought were of high quality or should be amplified. 4. Perfector offers the improvements to the performance or object required for it to be rated a 10 by saying “To make it a ten, you would have to do X.” effective agile. 51
- 52. Perfection Game (cont.) Commitments •Accept perfecting without argument. • Give only positive comments: what you like and what it would take to “give it a 10.” • Abstain from mentioning what you don’t like or being negative in other ways. • Withhold points only if you can think of improvements. • Use ratings that reflect a scale of improvement rather than a scale of how much you liked the • object. • If you cannot say something you liked about the object or specifically say how to make the object • better, you must give it a 10. Notes • A rating of 10 means you are unable to add value, and a rating of 5 means you will specifically describe how to make the object at least twice as good. • The important information to transmit in the Perfection Game protocol improves the performance or object. For example, “The ideal sound of a finger snap for me is one that is crisp, has sufficient volume, and startles me somewhat. To get a 10, you would have to increase your crispness." • As a perfectee, you may only ask questions to clarify or gather more information for improvement. If you disagree with the ideas given to you, simply don’t include them. effective agile. 52
- 53. Perfection Game 53 Perfectee: Ibegin …. I end Perfector: Rates from 0..10 Perfector: Provides 10-score improvements Be positive Rate the improvements not what you liked If you cannot improve it, you have to give it a 10
- 54. Decider Use Decider anytimeyou want to move a group immediately and unanimously towards results. Steps 1. Proposer says “I propose [concise, actionable behavior].” 2. Proposer says “1-2-3.” 3. Voters, using either Yes (thumbs up), No (thumbs down), or Support-it (flat hand), vote 4. simultaneously with other voters. 5. Voters who absolutely cannot get in on the proposal declare themselves by saying “I am an 6. absolute no. I won’t get in.” If this occurs, the proposal is withdrawn. 7. Proposer counts the votes. 8. Proposer withdraws the proposal if a combination of outliers (No votes) and Support-it votes is 9. too great or if proposer expects not to successfully conclude Resolution (below). You can approximate “too great” by using the following heuristics: (a) approximately 50% (or greater) of votes are Support-it, OR (b) the anticipated gain if the proposal passes is less than the likely cost of Resolution effort 10. Proposer uses the Resolution protocol with each outlier to bring him or her in by asking, “What will it take to get you in?” 11. Proposer declares the proposal carried if all outliers change their votes to Yes or Support-it. 12. The team is now committed to the proposed result. effective agile. 54
- 55. Decider (cont.) Commitments • Proposeno more than one item per proposal. • Remain present until the Decider protocol is complete; always remain aware of how your • behavior either moves the group forward or slows it down. • Give your full attention to a proposal over and above all other activity. • Speak only when you are the proposer or are directed to speak by the proposer. • Keep the reasons you voted as you did to yourself during the protocol. • Reveal immediately when you are an absolute no voter and be ready to propose a better idea. • Be personally accountable for achieving the results of a Decider commitment even if it was • made in your absence. • Keep informed about Decider commitments made in your absence. • Do not argue with an absolute no voter. Always ask him or her for a better idea. • Version 3.03 5 • McCarthy Technologies, Inc. • Actively support the decisions reached. • Use your capacity to “stop the show” by declaring you “won’t get in no matter what” with great • discretion and as infrequently as possible. • Insist at all times that the Decider and Resolution protocols be followed exactly as per • specification, regardless of how many times you find yourself doing the insisting. • Do not pass during a Decider. • Unceasingly work toward forward momentum; have a bias toward action. • Do not look at how others are voting to choose your own vote. • Avoid using Decider in large groups. Break up into small subgroups to make decisions, and • use the large group to report status. Notes • Vote No only when you really believe the contribution to forward momentum you will make to the group after slowing or stopping it in the current vote will greatly outweigh the (usually considerable) costs you are adding by voting No. • If you are unsure or confused by a proposal, support it and seek clarification offline after the proposal is resolved. If you have an alternate proposal after receiving more information, you can have faith that your team will support the best idea. (See “The Core Commitments”) • Voting No to make minor improvements to an otherwise acceptable proposal slows momentum and should be avoided. Instead, offer an additional proposal after the current one passes or, better yet, involve yourself in the implementation to make sure your idea gets in. • Withdraw weak proposals. If a proposal receives less than seventy percent (approximately) Yes votes, it is a weak proposal and should be withdrawn by the proposer. This decision is, however, at the discretion of the proposer. • Think of yourself as a potential solo outlier every time you vote No. • Vote Absolute No only when you are convinced you have a significant contribution to make to the • direction or leadership of the group, or when integrity absolutely requires it of you. 55
- 56. Decider 56 I propose <concise, actionable> 1, 2, 3 Thumbs Up, Thumbs Down, Flat Hand Evaluate Vote Withdraw your proposal if you don’t have at least 70% Thumbs Up If it is a close call use the Resolution Protocol Reveal immediately if you are a ‘No’ voter If in doubt vote Yes, Thumbs Up
- 57. WHERE TO USE CoreProtocols effective agile. 57
- 58. I’ve successfully appliedthe Core Protocols … • at Work • with Family effective agile. 58
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