The Elephant In The Room: Motivation (2nd revision)
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The document discusses the challenges of motivation in agile and non-agile organizations, emphasizing the need for a cultural change to foster an agile mindset. It outlines strategies such as training, collaboration, craftsmanship, feedback loops, and the importance of clear purpose to improve team motivation and effectiveness. Ultimately, the key to a successful agile transformation lies in building a supportive environment that encourages self-organization and continuous improvement.
The Elephant In The Room: Motivation (2nd revision)
- 1. motivation Tips to ımprove motivation Lemİ Orhan ERGİN Principal software engineer @Sony The elephant in the room throughout agile transformation Founder& Author@ agilistanbul.com gdg İstanbul April 2013
- 2. Lemi Orhan Ergin Principal Software Engineer at Sony Europe Has worked in eBay & Sony as developer, scrum master, team leader and technical coordinator in tens of projects since 2001 CSM since 2009 (Trained by James Coplien) Played Scrum Master for more than 1 year Participated 56 sprints in 4 years Experienced in agile transformation Expertise in building agile culture in software development teams and organizations
- 3. Motivation is a common problem in all organizations (not only ın agile or non-agile organizations)
- 4. For me too!
- 5. I cannot improve myself! Always doıng the same job, workıng on same stuff, nothing new You cannot ımprove yourself ın daıly job Hard to establish motivation, hard to focus on work Fixing bugs for years, no innovation at all Stuck on same technologies, same way of working Not allowed to ınnovate Damn it! Tons of documentation to prepare before doıng the job Every work is personal, no teamwork required Warned in case of a failure, not rewarded on success Unwilling to ımprove & ınnovate
- 6. I feel unhappy! I am unhappy and my manager does not know it There is a negative athmosphere in the office No one is asking my ideas on anything, ı just do my job People are arguing via emails and nothing is resolved no one is listening me Even if ı tell my problems to my manager, nothing will change People do not trust each other Not feeling as part of the company I am not a resource or a headcount
- 7. What we really want is to...
- 8. Be successful and build well-crafted software Have a voice & more responsibilities & participate discussions Be recognized for hard work & appreciated Build Software without an Act of Congress Be focused and not interrupted frequently HavE a manager who listens and cares you Learnnew things & sharE our knowledge HavE challenges & solvE problems HavE chanceS to use creativity Build something that matters Get feedback frequently Be a part of a team
- 10. Agile cares people & cooperation Build projects around motivated individuals Give them the environment and support they need, and trust them to get the job done. The most efficient and effective method of conveying information to and within a development team is face-to-face conversation. The best architectures, requirements, and designs emerge from self-organizing teams. At regular intervals, the team reflects on how tobecome more effective, then tunes and adjusts its behavior accordingly. http://agilemanifesto.org/principles.html Principles behind the agile manifesto
- 11. Agile is human centric Teamwork trust self-organization empowered teams continuous improvement retrospectives fail fast short feedback loops sustainable pace proxy to interRuptions face-to-face communication
- 12. agile is the mindset
- 13. doing agile makes you motivated being
- 14. What you've done is not important, instead how you've done is the key doing agile being agile
- 15. Agile transformation is Cultural change is cultural change Tough & Not easy
- 16. Agile transformation scarespeople This is a new way of working Status quo makes people feel safe
- 17. What are the symptoms Of the motivation challenge?
- 18. Daily stand-up are the windows showing the level of motivation meetings
- 19. Daily stand-up 15 mins sync meeting meetings All team members standing Answering 3 questions: - what I did yesterday - what I plan to do today - what impediments I have
- 20. noisy Motivated teams unMotivated teams complex chaotic humor curious Information rich helpful Desire to success On time bored Impatient to end Individuals reporting Do not listen others Waiting to be assigned No questions Less details about issues Less desire to success Usually late
- 21. I don't like agile or scrum Writing down every task has no meaning Planning poker is a waste of time Feeling not commited to the sprinT goal I Work on the stories that I like I am more productive when I work alone scrum is the new waterfall It's impossible to do scrum in our team Agile is being focused on processes I don't want to lose my title I don't like Scrum at all It's quite common to resist agile
- 22. How can we break the resistance And improve the motivation?
- 23. Answer is simple: By building an agile culture but how?
- 24. Agile is not only about Project planning
- 25. Agile is about Project planning development practices Customer satisfaction Teamwork motivation This is what we are interested in now
- 26. 1Train everyone
- 27. Have a good servant being as charismatic as Russel Crowe is not a must ;) leader
- 28. servant Not a technical lead leader Not a team lead Not a manager Not a project manager Master of agile Well trained Has the agile mindset Could be, but normaly
- 29. Servant leader is the key Knows agile better than anyone else Observes and guides the team Keeps the team disciplined Creates environment safe to fail Is a full time job Builds trust in the team Resolves impediments
- 30. Build a culture of 2 collaboration
- 31. Brown bag sessions 39 weeks internal trainings 34 internal speakers 1 external speaker 19 Reserved topics The way we buıld collaboration culture in sony
- 32. collaboration is the key Encourageteamwork and pair work Let the people share their knowledge Brown Bag Sessions Continuous improvement and kaizen Efficient retrospectives
- 33. raise3 CRAFTSMEN
- 34. Mediocrity is a trap Don't fall into it
- 35. The worst outcome is not failure — it’s mediocrity Failurelets you moveon, mediocritystallsyou and keepsyou from reaching your potential.Pursue something soimportantthateven if you fail, the worldis better off with you havingtried Drew Houston (founder/CEO of Dropbox)
- 36. craftsmanship is the key Improve crafts of people by practiCing teach new technologies Push people to let them learn new stuff Have seniors as MODELS FOR JUNıORS PoC Projects kata's, dojo's
- 37. use Feedback loops 4
- 38. Feedback loop is the key Efficient retrospectives Servant leader works close to team members Use all ways of Communication Performance appraIsals lose importance
- 40. Stop command & control You cannot control everything It's an illusion!
- 41. It's impossible to manage "people" it's only possible to manage individuals
- 42. The opinions of individuals ask
- 43. Be part of the team Get them see you servant rather than controller
- 44. Autonomy is the key Let the team be Self organized Shift layers of management responsibility to team Change the traditional Management mindset Regular 1 to 1 meetings with managers
- 45. Have a clear purpose 6
- 46. Agile frameworks like scrum are not just about rıtuAls
- 47. It is not just about standing up and burning down
- 48. purpose is the key What is the purpose of agile tell the values of what they're building Define a clear sprint goal Define the vision of the product Explain the reasons of agile practices
- 49. Have 7 Fun!
- 50. Having fun is the key Team specific rituals for fun Do not dedicate to work, Have hobbies and crafts Socialize in the organization Have funny punishments to the ones who break the builds or be late to daily standups Extreme feedback machines
- 51. Inspect & adapt 8Agile adoptation
- 52. Agile frameworks like Scrum are simple Don't blame them as simple as few patterns in organizations
- 53. If you have issues Inspect & adapt there is no adapting scrum there is doing scrum-but and scrum
- 54. retrospecting is the key agile reveals hidden problems. That's not bad! Failing is normal, be prepare to inspect & adapt Too much dedication to tasks exhaust people have lantern day or extra sprint to cool down Don't use tools too much. Face to face is better
- 55. What is the best measurement for success ? Photo of houston after the return ofapollo 13
- 56. happi Happiness metric Scrumming the scrum Retrospective pattern Pop the happy bubble Happiness index ness Photographed by “Karsten Thormaehlen” from book "Mit Hundert Hat Man Noch Traume" http://www.visualnews.com/2012/01/11/happy-at-one-hundred-portraits-of-centenarians/
- 57. youyou teamteam organizationorganization Happiness Impact happy employees lead to happy customers and better business
- 58. Train everyone Build a culture of collaboration Raise craftsmEn Use feecback loops Provide autonomy Have a clear purpose 1 2 3 4 5 6 Have fun!7 Inspect & adapt agile adoptation8
- 59. unMotivated teams When an employee resists, an effective leader looks at the employee not as a problem to be solved but as a person to be understood. Nigel Nicolson
- 60. references “How to motivate your teamduring Scrum?” by Dimitri Honlet http://www.slideshare.net/dimitrihonlet/motivate-team-scrumdef2 “What’s the best measurement for success? Happiness” by Richard Branson http://www.linkedin.com/today/post/article/20121109141247-204068115-what-s-the-best-measurement-for-success-happiness “Happiness Metric - The Wave of the Future” by JeffSutherland http://scrum.jeffsutherland.com/2010/11/happiness-metric-wave-of-future.html “World's Simplest Management Secret” by GeoffreyJames http://www.inc.com/geoffrey-james/worlds-simplest-management-secret.html
- 61. Lemİ orhan ergİn [email protected] @lemiorhan @lemiorhan agilistanbul.com @lemiorhan LINKEDINTWITTERSLIDESHAREBLOGGER Principal Software Engineer @ Sony Founder & Author @ Agilistanbul.com