Embed Size (px)
Citation preview
DE (est)2
THESE TOOLS DID NOT EXIST 10 YEARS AGO
“WE HAVE FOUND TEAM MORALE TO BE A MULTIPLIER FOR VELOCITY.”
-Joe Justice
“THE AGILE MANIFESTO APPLIES TO ALL INDUSTRIES. WHEN WE READ IT AND ITS 12 PRINCIPLES, AND SWITCH EACH MENTION OF “SOFTWARE WITH “CUSTOMER VISIBLE VALUE”, WE HAVE AN ELEGANT METHODOLOGY THAT APPLIES TO ALL BUSINESS.
-Joe Justice
AGILE HR (HUMAN RESOURCES)
AGILE HR (HUMAN RESOURCES)
What does HR output?
Exercise
AGILE HR (HUMAN RESOURCES)
What does HR input?
Exercise
HUMAN RESOURCES:INPUT:HUMAN PERFORMANCE MEASUREMENTS
OUTPUT:HIRE / FIREPROMOTEBONUSSALARY ADJUSTMENTS
AGILE HR (HUMAN RESOURCES)
An Example:
TAIT RADIO: CHRISTCHURCH, NEW ZEALAND
AGILE HR (HUMAN RESOURCES)
They use a Scrum team with an HR
backlog
WE VALUE:
INDIVIDUALS AND INTERACTIONS OVER PROCESSES AND TOOLS
DELIVERING VALUE OVER COMPREHENSIVE DOCUMENTATION
CUSTOMER COLLABORATION OVER CONTRACT NEGOTIATION
RESPONDING TO CHANGE OVER FOLLOWING A PLAN
DO WE HAVE HR IN THE ROOM?
AGILE 1.0, 2.0, 3.0.
SCALING AGILE
AGILE 2.0 REQUIRES AGILE PRACTICES FOR:
HUMAN RESOURCES (HR)MARKETINGDESIGN/CREATIVEFINANCELEGALSENIOR MANAGEMENT
- Radical Management
- Agile Principles- Agile Principles- Agile Principles- Agile Accounting- Agile Principles
HUMAN RESOURCES: PLUS/DELTAINDIVIDUALS AND INTERACTIONS OVER
PROCESSES AND TOOLSDELIVERING VALUE OVER COMPREHENSIVE DOCUMENTATIONCUSTOMER COLLABORATION OVER CONTRACT NEGOTIATIONRESPONDING TO CHANGE OVER FOLLOWING A PLAN
Exercise
AGILE HR (HUMAN RESOURCES)
GOOD PRACTICES1) Make clear that HR will operate a little
differently each week2) Coach for HR Scrum Team3) Transparency as much as legal4) SM, PO, Team as roles, not titles5) Use team burn up/ burn down chart
as team performance metric6) Collaborate with each team to iterate
bonus strategy
For more information on Agile, Lean, Scrum, XM:
www.SolutionsIQ.com
1. OUR HIGHEST PRIORITY IS TO SATISFY THE CUSTOMERTHROUGH EARLY AND CONTINUOUS DELIVERYOF CUSTOMER VISIBLE VALUE.
2. WELCOME CHANGING REQUIREMENTS, EVEN LATE IN DEVELOPMENT. AGILE PROCESSES HARNESS CHANGE FOR THE CUSTOMER'S COMPETITIVE ADVANTAGE.
3. DELIVER VALUE FREQUENTLY, FROM A COUPLE OF WEEKS TO A COUPLE OF MONTHS, WITH A PREFERENCE TO THE SHORTER TIMESCALE.
4. BUSINESS PEOPLE AND THE DELIVERY TEAM 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 DELIVERY TEAM IS FACE-TO-FACE CONVERSATION.
7. CUSTOMER VISIBLE VALUE 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.
