What Does Agile Mean for Human Resources? · together daily throughout the project. 5 Build...

What Does Agile Mean for Human Resources?

Angela Johnson, PMP, PMI-ACP, CST

Certified Scrum Trainer & Agile Transformation Coach

http://collaborativeleadershipteam.com

@AgileAngela

#REALCHANGE

http://angelajohnsonscrumtrainer.com/

Angela Johnson PMP, PMI-ACP, CST

• 23+ years Information Technology with traditional SDLC and Scrum/Agile

• Chief Change Officer, CoLeadTeam

• Mom, Wife, Teammate and Lifelong Learner

• Based in Minneapolis, MN

2Copyright 2018 Collaborative Leadership Team

• Why organizations are choosing Agile ways of working

• What Human Resources needs to change to support an Agile transformation or adoption

• How Human Resources can leverage Agile ways of working to manage their own daily work

• Join HRtechies (booth 307) for a Certified ScrumMaster (CSM) course May 2 & 3

• Code HRTECHEXPO gets you $100 off: http://agileforhr.ezregister.com/

Objectives


http://agileforhr.ezregister.com/

We are Going Agile!(where is that exactly?)


2016 VersionOne 11th State of Agile Survey


Why Agile?

• When leaders say they are “going Agile” – “Agile”

typically refers to the movement started by the

Agile Manifesto and its creators

• Leaders begin by asking their people to get

trained and trainers the world over begin with

the Agile Manifesto

• Yet how many leaders have read the Agile

Manifesto or have pursued understanding what it

means?

• This is where the trouble begins…

Going Agile vs. Being Agile


http://agilemanifesto.org

Agile Software Development Manifesto

We are uncovering better ways of developing software by doing it and helping others do it.

Through this work we have come to value

Individuals and interactions over processes and toolsWorking software over comprehensive documentation

Customer collaboration over contract negotiationResponding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

Agile Manifesto


1 Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

2 Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

3 Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

4 Business people and developers must work together daily throughout the project.

5 Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

6 The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.

7 Working software is the primary measure of progress.

8 Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

9 Continuous attention to technical excellence and good design enhances agility.

10 Simplicity--the art of maximizing the amount of work not done--is essential.

11 The best architectures, requirements, and designs emerge from self-organizing teams.

12 At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

http://agilemanifesto.org/

8

“We not I.T.”

Agile Approaches


2016 VersionOne State of Agile Survey

• Agile means change – doing any work differently

• Agile Manifesto values and principles explain this

• A leadership mistake is to require people to do work following all of the steps and create all of the artifacts required in a Waterfall process AND do the work following an Agile approach

• What kind of expectations will employees have?

• Such a mixed message will confuse people and lower leadership credibility

• Why would anyone do the same work twice to satisfy opposing ways of performing that work?

Agile in Name Only


• The old way of doing work

demanded meeting agreed

upon scope and timelines

regardless of what it did to

the people in the

organization

• “Nights and weekends!”

was the old adage

• Agile embraces sustainable

pace for everyone – which

means no “death marches”

Principle #8 Sustainable Pace


• Many leaders do not

understand that the only role

recognized in Scrum for the

people building the product is

product Development Team

• There are no specialized roles

on a Development Team

• Mixed messages are sent when

leaders ask people to use

Scrum AND continue

functioning in their old role or

by former title

We’re Going to use Scrum, but…


• Leaders ask their people to learn Scrum, to work together in teams but then continue to incent them as individuals

• People are held accountable to their old, waterfall job descriptions and titles in addition to being asked to shed those and work together as a team

• In other cases, people still report to a functional manager by skillset who also tries to give them work direction – competing with the Product Owner

• All of these send mixed messages to employees

We’re Going to use Scrum, but…


• Few organizations understand that there is a real

difference in an Agile Adoption and an Agile

Transformation

• Adoption: beginning to use something new or

different

• Transformation: major change in form; a complete

change

• If the organization is still structured the way that

it was when project management was used – it is

no transformation has taken place

Adoption vs Transformation


What Impedes an Agile Adoption?



What Prevents Agile Transformation?



• Understanding Leadership goal• In serving both the employees and the organization, HR

can help by ensuring there are clear goals for adopting or transforming with Agile

• HR can help to provide consistent messaging regarding the goal

• HR can further assist by ensuring policies, practices, etc. are congruent with these goals

• Examples include:• Hiring practices

• Compensation

• Performance Evaluations

Supporting Adoption or Transformation


• Agile is a choice – a different way of doing work

• “Agile” means many different frameworks

• Two of the more popular approaches to manage work done in HR are Scrum and Kanban

• Scrum is a management framework that is agnostic to the type of work being done

• It focuses work through the use of dedicated teams, timeboxes called Sprints and an ordered list called a Product Backlog

• Kanban manages flow and prescribes no set way to manage the work in process

• It uses the status quo and provides properties to continually improve the flow

Managing HR Work with “Agile”


Expanded View of the Scrum Framework


• Visualize the flow: a common way

to visualize the workflow is to use a

card wall with cards and columns

• Limit Work In Progress (WIP):

Limiting WIP implies that a pull

system is implemented in parts or all

of the workflow

• Manage Flow: The flow of work

through each state in the workflow

should be monitored, measured and

reported

• Make Process Policies Explicit: With an

explicit understanding it is possible to

move to a more rational, empirical,

objective discussion of issues

Kanban-Successful Evolutionary Change for your Technology Business

by David Anderson

Kanban: Properties


• Improve Collaboratively, Evolve Experimentally: When teams have a shared understanding of theories about work, workflow, process, and risk, they are more likely to be able to build a shared comprehension of a problem and suggest improvement actions which can be agreed by consensus

• Implement Feedback Loops: The purpose of feedback loops is to be able to compare expected outcomes with actual outcomes and make adjustments

Kanban-Successful Evolutionary Change for your Technology Business

by David Anderson

http://www.djaa.com/principles-general-practices-kanban-method

Kanban: Properties


http://www.djaa.com/principles-general-practices-kanban-method

OrdersEspresso Drink

Coffee Order Pickup

Blended Drink

WIP (1) WIP (1)

Kanban: Sample Flow


WIP (1)

Wrap-Up / Q&A


Date post:	27-Jul-2018
Category:	Documents
Upload:	phungnguyet
View:	215 times
Download:	0 times

What Does Agile Mean for Human Resources? · together daily throughout the project. 5 Build...

Documents