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Exercise:: What motivates your team members?


 Top Career Motivators
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Understanding why an organization thinks it needs to change is enlightening.  Many times the people at the bottom ranks of the organization have no idea the driving forces that necessitate a change.   As a group brainstorm a list of possible reasons for the change.


Dialogue on the difference between change and transition.  How long does change take?  What is a transition?   Bridges Transition Model:  Ending - Neutral Zone - New Beginning.

Dialogue on the difference between satisfiers and dissatisfaction in the workplace (Herzberg's Two-Factor theory).

See Gallup's Q12 Employee Engagement survey.


First just capture all the reasons that might be the answer to - Why change?

Typical reasons (if you need to prime the pump - or when the answers slow down - throw one of these out to head in a different direction).
  • Current process just doesn’t work
  • Decrease time to market for new products
  • Cost reductions, improve effeciencies
  • Scrum is the methodology of the decade (soup de-jour)
  • We’ve tried all the others - maybe this one will catch on
  • The boss said so
  • Our competator is doing it
  • Exponential change rate of market space requires ability to “pivot” into new market spaces with our existing products
  • We don’t really know what our customers desire until we deliver it
  • Outsourcing is hard so maybe this will fix it
  • Our quality is too low - so Scrum will fix it
Debrief the list, discuss one or two items that need elaboration.

Options:
  • Dot Vote - 3 dots each - which is the organization true motivation?
  • 5 Whys? - Identify one item and ask WHY until you have a root cause motivation.

What Manager's must Know about Employee Engagement 




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David's notes on "Drive"

- "The Surprising Truth about what Motivates Us" by Dan Pink.

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What I notice first and really like is the subtle implication in the shadow of the "i" in Drive is a person taking one step in a running motion.  This brings to mind the old saying - "there is no I in TEAM".  There is however a ME in TEAM, and there is an I in DRIVE.  And when one talks about motivating a team or an individual - it all starts with - what's in it for me.

Introduction

Pink starts with an early experiment with monkeys on problem solving.  Seems the monkeys were much better problem solver's than the scientist thought they should be.  This 1949 experiment is explained as the early understanding of motivation.  At the time there were two main drivers of motivation:  biological & external influences.  Harry F. Harlow defines the third drive in a novel theory:  "The performance of the task provided intrinsic reward" (p 3).  This is Dan Pink's M…

What is your Engagement Model?

What must an Agile Transformation initiative have to be reasonably assured of success?

We "change agents" or Agilist, or Organizational Development peeps, or Trouble Makers, or Agile Coaches have been at this for nearly two decades now... one would think we have some idea of the prerequisites for one of these Transformations to actually occur.  Wonder if eight Agile Coaches in a group could come up with ONE list of necessary and sufficient conditions - an interesting experiment.  Will that list contain an "engagement model"?  I venture to assert that it will not.  When asked very few Agile Coaches, thought leaders, and change agents mention much about employee engagement in their plans, models, and "frameworks".  Stop and ask yourselves ... why?

Now good Organizational Development peeps know this is crucial, so I purposely omitted them from that list to query.

One, central very important aspect of your Agile Transformation will be your Engagement model.  

Exercise:: Definition of Ready & Done

Assuming you are on a Scrum/Agile software development team, then one of the first 'working agreements' you have created with your team is a 'Definition of Done' - right?



Oh - you don't have a definition of what aspects a user story that is done will exhibit. Well then, you need to create a list of attributes of a done story. One way to do this would be to Google 'definition of done' ... here let me do that for you: http://tinyurl.com/3br9o6n. Then you could just use someone else's definition - there DONE!

But that would be cheating -- right? It is not the artifact - the list of done criteria, that is important for your team - it is the act of doing it for themselves, it is that shared understanding of having a debate over some of the gray areas that create a true working agreement. If some of the team believes that a story being done means that there can be no bugs found in the code - but some believe that there can be some minor issues - well, …

Refactoring - examples from the book

Martin Fowler's book Refactoring:  Improving the Design of Existing Code has a simple example of a movie rental domain model, which he refactors from a less than ideal object-oriented design to a more robust OO design. Included in this Refactoring_FirstExample.zip Zip file are the Java source code files of the Movie, Rental, and Customer classes. Along with a JUnit CustomerTest class. Using these example source files you too can follow along with the refactoring that Fowler presents in the first few chapters of his book.


Metrics for a Scrum Team (examples)

What metrics do you collect to analyze your scrum team?

We live in a world of data and information.  Some people have a mindset that numbers will diagnose all problems – “just show me the data.”  Therefore many directors and senior managers wish to see some list of metrics that should indicate the productivity and efficiency of the Scrum team.  I personally believe this is something that can be felt, that human intuition is much better in this decision realm than the data that can be collected.  However, one would have to actually spend time and carefully observe the team in action to get this powerful connection to the energy in a high-performing team space.  Few leaders are willing to take this time, they delegate this information synthesis task to managers via the typical report/dashboard request.  Therefore we are asked to collect data, to condense this data into information, all while ignoring the intangible obvious signals (read Honest Signals by Sandy Pentland of MIT).
What if …