Est-ce que l'engagement est mort?
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Eric Laramée Agile Coach
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Est-ce que l'engagement est mort?
- 1. Est-ce que l'engagement est mort?
- 8. Être en mesure de (se) poser les bonnes
- 9. questions
- 10. Je prends pour acquis que...
- 22. Sprint 1 - 2 Sprint 3 - n
- 23. Motivation Qualité Dette technique Autres choses?
- 25. Scrum Guide – Juillet 2011 Commit is now forecast
- 26. Acte par lequel on s'engage à accomplir quelque chose; promesse, convention ou contrat par lesquels on se lie. Engagement n. m. [ɑ̃gaʒmɑ̃] Prévoir v. t. [pʀevwaʀ] Penser, d'après certaines données, qu'un fait futur est très probable.
- 28. Engagement Prévision DONE! Plan d'actions (Rétro) Valeurs et principes Agile L'objectif du Sprint (goal) XP Fonctionnalités
- 30. Sprint 1 - 2 Sprint 3 - n
- 32. Image: Emmanuel Chenu Que voyez-vous ? Meneur Meneur Amiable Peur des conflits Accusation Déni Obligation Contrôle Analytique Définition de DONE
- 33. Organisation Engagement Équipe Individu
- 37. Tous les modèles sont faux... Mais certains sont utiles -George E. P. Box
- 38. Teamwork is an individual (not a group) skill and responsibility. -Christopher Avery
- 41. Statique
- 42. Résistance
- 43. Gaspillage
- 44. Fragile
- 46. Changement
- 47. Croissance
- 48. Apprentissage
- 49. Agile
- 51. Image: Emmanuel Chenu Accusation Déni Obligation Responsabilité Définition de DONE
- 54. Consciemment refuser les pensées d’irresponsabilités
- 55. Effet négatif si appliqué aux autres
- 57. Prise de conscience de soi
- 58. Faire face
- 59. Great teams do not hold back with one another. They are unafraid to air their dirty laundry. They admit their mistakes, their weaknesses, and their concerns without fear of reprisal. - Patrick Lencioni
- 60. Patrick Lencioni, The Five Dysfunctions of a Team
- 61. Image: Emmanuel Chenu Accusation Déni Obligation Responsabilité Définition de DONE - Harmonie artificielle ? - Chaque membre est engagé? - Transparence?
- 63. Manque de confiance Peur de la confrontation Absence d'engagement Évitement de la responsabilisation Inattention portée aux résultats À faire Démontre vulnérabilité Encourage les débats Exige clarté & conclusion Rappel l'engagement Focus sur résultat collectif
- 64. A culture establishes the conditions for judging internal effectiveness. ...and what effective and ineffective mean in the organization - William E Schneider
- 65. Image : Micheal Sahota
- 66. Source: Michael Spayd, Collective Edge
- 67. Les individus et leurs interactions Des logiciels opérationnels La collaboration avec les clients L’adaptation au changement les processus et les outils documentation exhaustive la négociation contractuelle le suivi d’un plan Embauché Formé Récompensé
- 69. PMO PCO Opérations Marketing Ventes Formations Directeurs. ..
- 71. PMO PCO Opérations Marketing Ventes Formations Directeurs... Marketing Directeurs...
- 72. Mike Cohn, Succeeding with Agile (ADAPT)
- 73. Organisation Engagement Équipe Individu
- 74. Merci ! AgilePartnership.com [email_address] Twitter : @agilep Coaching Agile ScrumMaster Formations
Notes de l'éditeur
- Are truly open Are not asked with a “correct” answer in mind Invite introspection Reveal additional solutions Almost always lead to greater creativity and insight Send people into a realm of discovery Is there another way? How can you do that better? Can you explain that to me? What will this get you? What is it we’re not seeing? What is your responsibility?
- Mini-Triangle : date+budget+scope
- engagement de transparence engagement de respecter la définition de terminé engagement de concentration sur l’objectif du sprint Engagement sur l'objectif s’engager à répondre à une problématique. Can the team commit to… Satisfying the customer with the delivery of valuable software by the end of the Sprint? Working with the business people a daily basis? Dropping emails and communicate through face-to-face conversation? Working at a sustainable pace? Continuously pay attention to technical excellence and good design? Maximizing the amount of work not done? Inspecting and adapting? The detailed story level commitment is an elaboration on that anyhow. If our product backlog is very fragmented and not feature oriented we will have a tough time using an effective sprint goal though.
- Consider in constructing a model and thus help us to make sense of the world. George E. P. Box
- Intention: The first key to unlocking and mastering responsibility is to clearly and powerfully intend to operate as much as possible from a mental position of responsibility. Without this key, the others don’t matter. That’s why it’s first. Intending to respond from Responsibility when things go wrong. Awareness: t he second key to unlocking and mastering responsibility is to develop an ever-increasing awareness of the Responsibility Process™ operating in your thoughts, language, and actions. Unlocking and mastering responsibility means overcoming the temptation to behave irresponsibly, and that requires self-awareness. Catching yourself in the mental states of Denial, Lay Blame, Justify, Shame, Obligation, and Quit. CONFRONT : The third key is to face the truth. I call this confront, which means to face. As a key to unlocking and mastering responsibility it means to face yourself, examine the situation , and see what’s true about how you are or are not responding resourcefully. The purpose of confronting yourself is to see the truth of the situation and generate new responses to it. Effectively confronting yourself always leads to growth, expanded perspectives, and change. Facing yourself to see what is true that you can learn, correct, or improve.
- organization culture is to organizations what personality is to people. Culture combines many things: work practices, values, how processes and other systems are carried out, styles of leadership, decision making and thinking about organizational challenges and solutions. there is no “right” answer or “better” culture. Any culture (like a personality) can be adaptive to its environment or not, in balance or not, and authentic or not. ONE dimension (or maybe two) of some 50-odd different dimensions that separate organisational mindsets into e.g. Ad-hoc, Analytic, Synergistic and Chaordic. Whether successful or not, companies get comfortable with their processes. Many people still believe requirements change because they are poorly managed. They cannot comprehend a process that embraces change. Most managers have been trained to control events. Empowering the development team to deliver and own the project is not intuitive or logical. Job protection. In larger companies whole groups are dedicated to regulating and overseeing projects. An Agile team has less need for these services.
- if you are implementing Agile into a Competence or (especially) a Control culture, beware. (There are ways to mitigate this risk, but that is beyond the scope of this blog).
- there's a primary culture and then a secondary supporting culture. every division has its own culture. development may be much more collaboration and creative and the operations folks may be much more about control because they have to keep the systems up and operational. We need compentent world-class people. But that's not enough. We only succeed by working together, so people who are not team players have no role here. Collaboration and cultivation culture : Agile + Scrum control culture : Corpo competence culture : Software Craftsmanship + personal goal + XP - culture in large organizations can take 10 years to change - Team culture – quick - Be careful the organization doesn't reject it as a foreign organism the Kotter model. And the 8 phases Control culture : What to do? - Just make the current system less painful - Are we going to try to create a protective umbrella - Interface hings like the PMO. Maybe the best thing for team to do is create a Gantt chart.
- there's a primary culture and then a secondary supporting culture. every division has its own culture. development may be much more collaboration and creative and the operations folks may be much more about control because they have to keep the systems up and operational. We need compentent world-class people. But that's not enough. We only succeed by working together, so people who are not team players have no role here. Collaboration and cultivation culture : Agile + Scrum control culture : Corpo competence culture : Software Craftsmanship + personal goal + XP - culture in large organizations can take 10 years to change - Team culture – quick - Be careful the organization doesn't reject it as a foreign organism the Kotter model. And the 8 phases Control culture : What to do? - Just make the current system less painful - Are we going to try to create a protective umbrella - Interface hings like the PMO. Maybe the best thing for team to do is create a Gantt chart.
- there's a primary culture and then a secondary supporting culture. every division has its own culture. development may be much more collaboration and creative and the operations folks may be much more about control because they have to keep the systems up and operational. We need compentent world-class people. But that's not enough. We only succeed by working together, so people who are not team players have no role here. Collaboration and cultivation culture : Agile + Scrum control culture : Corpo competence culture : Software Craftsmanship + personal goal + XP - culture in large organizations can take 10 years to change - Team culture – quick - Be careful the organization doesn't reject it as a foreign organism the Kotter model. And the 8 phases Control culture : What to do? - Just make the current system less painful - Are we going to try to create a protective umbrella - Interface hings like the PMO. Maybe the best thing for team to do is create a Gantt chart.