Performance management in Agile: Time to plug the hole
Principles behind traditional performance management system are utterly opposite to that of Agile. While traditional one focuses on Individual ratings, surprises, one sided evaluation, Agile is built on the foundation of trust, transparency, respect and courage. Whole is greater than sum of its parts and individual ratings and outdated performance management processes may prove to defeat the bigger purpose. While aspiring for Agility both at team and organization level, it is important to ensure all the wheels are moving in tandem in the same direction. Technology has changed the way our people engage, work and communicate and the need for frequent and less formal points of progress reviews is in demand.
Agile performance management is an attempt to plug the hole by providing an approach that compliments Agile values and proves to be a catalyst than detractor for a high performing team and organization.
Outline/structure of the Session
Problems with traditional performance management system
Problems get compounded in an aspiring Agile / matured Agile environment
How to plug the hole
Appraisal to performance management to performance culture
Agile performance management manifesto
This session will be focused on discussing the challenges that traditional performance management system has, how it kills any effort of moving towards being Agile and what is the possible way out.
-Problems with traditional performance management system
-Agile performance management approach
-Opinion of the practioners around the world on it
-How Agile organizations have improved it
-Agile performance management manifesto
Scrum Master, Agile Coach, Agile change agents, Agile enthusiasts, HR professionals
schedule Submitted 7 months ago
People who liked this proposal, also liked:
With Sociocracy, Hierarchy Becomes Agile
Many agile teams suffer from the mismatch of agile and organizational leadership, with the latter being reflected by the organizational hierarchy. Based on self-organization and iterative processes, the agile teams run into trouble with the top-down steering of their environment. Consequently, agile proponents very often believe that a supportive agile organization should be structured without hierarchies, the so called “no managers” approach of “reinvented organizations.” Several companies in the agile field are experimenting with different organizational approaches that don’t use hierarchies. Yet, “no hierarchy” or “no managers” is not an option for many organizations.
In this session we suggest using sociocracy as a solution that leaves the hierarchies in place in an agile way - an option the organization is free to choose. Sociocracy shows how hierarchies can actually be agile and can strongly support (rather than opposing) agile philosophy. It enables managers to become agile leaders. As a participant you will learn how the principles of shared decision making and double-linking are key to enabling self-organization. These principles convert hierarchies from linear to circular so that they support an agile mindset.
Sociocracy is a way for groups and organizations to self-organize. Based on four principles (self-organizing teams, shared decision making based on consent, double-linking, and electing people by consent to functions and tasks), sociocracy provides a path for existing organizations to have empowerment and self-responsibility on all levels. Different than comparable methods, sociocracy allows companies to start where they are – with their existing organizational structures and the like. It seems to be a perfect fit for organizations that need to be truly agile (due to market pressure) beyond their IT departments and software teams.
SLICE - The Experimentation FrameworkVishal Prasad
schedule 7 months agoSold Out!
Agile Principle # 12 defines that at regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly. From Scrum to Kanban and other agile frameworks, this is accomplished through retrospectives and continuos improvement processes. The key to being a successful agile practitioner is to identify areas of improvement and then experiment ways of improving it. But it doesn't stop there; positive improvements ultimately become success stories for other teams and motivates them to experiment with newer ideas which eventually leads to innovation. A negative outcome isn't bad either since it adds to the experience of situations where ideas may not apply. Thus the key to this process lies in being a child, an explorer, and inculcate an experimentation mindset. The SLICE framework addresses this in the following way:
- S hare: Share an area of improvement
- L earn: Explore the area for ways of improvement
- I mplement: Search & apply the learning to identify the success factors
- C ollateral: Publish blogs, white papers, presentations, etc. as observations of the implementation
- E xpansion: Grow, Seed, and Split in order to explore new venues for success
In this workshop, I create an environment that inculcates an experimentation mindset and utilize the SLICE framework to drive the exploration.
The Valley of DebtVishal Prasad
schedule 7 months agoSold Out!
Technical debt is a very common phenomenon; in fact it occurs with virtually every line of code whether you want it or not. Although unoptimized coding due to the rush presented by management pressure may be one of the major reasons for technical debt, it occurs in various flavors based on the nature of execution. Sometimes, even the best written code may run into debt by introducing a minimalistic change in the business definitions, e.g.: a variable name that makes no sense anymore.
This debt cause and effect is exponentiated when scaled teams come into play. In many cases these teams are distributed and an optimized code for one team may become a debt for another. These debt dependencies between teams is what creates the "Valley of Debt". Unfortunately these cannot be avoided but good engineering practices coupled with lean principles may keep them confined for long enough in order to push the validity of software applications.
Sooner or later, the cost of change will outweigh the benefit of an application and turn it into legacy; the challenge is to keep it as far as possible by slowing down the fall into the valley of debt. In this (non-PPT) interactive workshop, we will witness first hand how debts are introduced and how these can be confined by utilizing good engineering practices coupled with lean principles.
DIY Scaling Agile FrameworkAnkitTandon
schedule 7 months agoSold Out!
Is the scaling framework your organization is on helping you to be Agile or pretend to be Agile? How about drafting one that stays true to Agile principles and helps with what your organization needs most while scaling
While there are a many frameworks available to scale Agile it is important to see if these prescriptions address the real problems that an organization have while scaling up. Does one size fits all? Is it worth adopting a framework and then retrofitting your organization into it or it makes more sense to understand the dynamics of your organization, the existing challenges and business objectives and carve out a scaling approach, keeping Agile principles intact, that suits the organizations needs best.
This interactive workshop is about discovering the best approach to create your own scaling framework, one that is custom made to respond to your organization’s needs.
Agile at Scale For Innovation and GrowthKamlesh Ravlani
schedule 8 months agoSold Out!
Bringing innovative and breakthrough ideas to market doesn't have to slow down due to multiple geographies and scale of product development. In fact that's an added reason to be agile, test the product-market-fit early and reduce risk.
How can organizations benefit from being Agile at Scale For Innovation and Growth?
What are the wastes in the traditional organizational structure at scale? and What does it take to build customer value delivering feature teams?
We'll dissect a case-study, Kamlesh Ravlani - the presenter, was involved with and learn how Google brought one of their innovative idea rapidly to market that involved multiple partners and teams in multiple geographies.
Agile contracting- Starting with the right mindsetAnkitTandon
schedule 7 months agoSold Out!
One of the biggest challenges in achieving agility is the way contracts are written. More often than not, these contracts prove to be a deterrent to realize the ultimate benefits of Agile. The way contracts have done traditionally usually go well with the traditional way of building software where scope / time / cost are fixed. However when the focus is on delivering business value early to the customer for his competitive advantage, to reduce risk, cost by not building what is not needed, gain and retain users, traditional contracting does not help the cause. Agile is something that the entire organization has to embrace. It has to start with the sales team. It has to reflect in the contract. It has to start with the right mindset. It has to start with an Agile contract.
Third value of Agile manifesto is Customer collaboration over contract negotiation. Not only should this collaboration be expressed during project development, it should be expressed in the contract language as well.
In this talk + workshop session, I will be sharing various types of contracts that can be leveraged / customized for an Agile project, some good practices surrounding them and will be involving the participants into a small workshop of writing Statement Of Work (SOW) for Agile contracts related to a few real world scenarios.