![JOBS STORIES APPLIED
The objectives are achieved through:
Understanding the product’s workflow
Filling in the gaps before expanding the product
Improving based upon usage
Designing for motivation
Job Story Format: [ When _____ ] [ I want to _____ ] [so I can _____ ]
Reference: Intercom on Jobs-to-be-Done](https://image.slidesharecdn.com/agilencrppt-161216104129/85/Agile-ncr-ppt-8-320.jpg)
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Agile ncr ppt
- 1. The Future of Lean-Agile Coaching and Agendashift
- 2. Irshad Nizami Lean-Agile Coach, HCL Technologies M.TECH(CS) with 12+ years of experience in IT services industry Certified PMP, CSM, CSP, PMI-ACP, CDA, KMP-1(KSD) First Authorized Agendashift Facilitator in India Email: [email protected] http://linkedin.com/in/irshadnizami
- 3. KEY LEARNINGS COMPASSIONATE SERVANT LEADERSHIP: KEY ASPECTS FOR FUTURE AGILE LEADERSHIP JOB STORIES: APPLICATION TO REAL-WORLD SCENARIOS AGILE FRESHNESS INDEX GROW MODEL OF COACHING CYNEFIN: DECISION-MAKING FRAMEWORK INTRODUCTION TO AGENDASHIFT: TRANSFORMING THE LEAN-AGILE TRANSFORMATIONS
- 4. Problems in Today’s World Servant Leadership not properly understood Missing deeper understanding of user motivation in stories Staleness/Lack of freshness in Agile transformations & work- culture Poor decision-making and Ineffective Lean-Agile transformations and need for values-based approach to coaching for Lean-Agile transformations
- 5. Solution Leading teams with servant leadership style Understanding the Jobs To Be Done and applying it Improving the freshness in team environment and work culture Improving the leader’s decision-making Coaching for Lean-Agile transformations using proven tools, techniques and frameworks
- 6. WHAT IS SERVANT LEADERSHIP? Servant-First approach to leadership with: Empathy and Acceptance Foresight and clear vision Pull system Commitment to growing people Replacing mediocrity with excellence Responsibility Learning Managing the institution
- 7. JOB STORIES: OBJECTIVES Focus on the job & the motivation behind it. Identify the authentic situation of need and avoid mediocrity. Make user stories come alive.
- 8. JOBS STORIES APPLIED The objectives are achieved through: Understanding the product’s workflow Filling in the gaps before expanding the product Improving based upon usage Designing for motivation Job Story Format: [ When _____ ] [ I want to _____ ] [so I can _____ ] Reference: Intercom on Jobs-to-be-Done
- 9. JOB STORY: EXAMPLE #1 Source: Agendashift blog by Mike Burrows (Author of ‘Kanban From The Inside’ ) Feature: Usage of direction list while driving User story: As a driver, I want a list of directions so that I can review my route Problem: Though the user story addresses the <what> part of the user requirement (i.e. list of directions), it doesn’t address <when> and so this feature isn’t readily accessible.
- 10. JOB STORY: EXAMPLE #1 …continued Source: Agendashift blog by Mike Burrows (Author of ‘Kanban From The Inside’ ) Job story: When I’m about to leave the motorway, I want to know what’s coming next so I can choose the correct lane on the slip road Solution: This job story addresses <when>. It’s a readily accessible, legible feature. Relevant Agendashift prompt: “We take care to understand the needs that will be fulfilled by our work and to explore the circumstances in which those needs arise”
- 11. JOB STORY: EXAMPLE #2 Feature: Viewing items for re-ordering them while shopping User story: As a customer, I want to view my previous orders so that I can re-order items from these orders. Problem: Though the user story addresses the <what> part of the user requirement (i.e. list of ordered items), it doesn’t address <when> and so this feature isn’t readily accessible.
- 12. JOB STORY: EXAMPLE #2 …continued Job story: When I’m re-ordering items for the festive season in India, I want to know my previous orders so I can choose relevant items to re-order them Solution: This job story addresses <when> and <where>. It’s a readily accessible, legible feature. Relevant Agendashift prompt: “We take care to understand the needs that will be fulfilled by our work and to explore the circumstances in which those needs arise”
- 13. Agile Freshness Index: Questions to Ask Is your team generating fresh, innovative ideas and implementing them for customer delight often? Is innovation encouraged and rewarded appropriately in your organization? How much time it takes for newly formed teams to achieve desired agility? Are impediments handled while they are still fresh or even before they arise? How quickly and effectively impediments are handled (avoided or removed) once they are identified?
- 14. Agile Freshness Index: Criteria Rate of generation of fresh, innovative ideas for continuous improvement Rate of implementation of these ideas and acceptance by customer(s) Time taken by newly formed teams to become agile (days/weeks/months) Rate of removal of identified impediments blocking the flow of work or which, in future, have potential to block the work.
- 15. GROW Model of Coaching GOAL-REALITY-OPTIONS-WILL Steps: 1. Set the goal. 2. Examine the current reality. 3. Explore options. 4. Establish the way forward.
- 16. CYNEFIN A framework for decision-making.
- 17. CYNEFIN Three basic systems: Ordered : Simple Complicated Complex Chaotic
- 18. CYNEFIN Simple: Relationship between cause and effect exists. Decision model: Sense-Categorize-Respond Complicated: Cause and effect relationship exist but aren’t self-evident. Requires expertise. Decision model: Sense-Analyse-Respond
- 19. CYNEFIN Complex: Cause and effect are only obvious in hindsight with unpredictable, emergent outcomes. Decision model: Probe-Sense-Respond Chaotic: No cause and effect relationship can be determined. Decision model: Act-Sense-Respond
- 22. Agendashift as a coaching tool Agendashift enables Lean-Agile coaching through compassionate servant leadership as it is based on Greenleaf’s model of Servant Leadership and Lean-Agile values. It facilitates Lean-Agile transformation through insightful conversations, group discussions, surveys, strategies, result-oriented actions and follow- ups. The conversations, group discussions and online surveys enable the values-based delivery assessments which bring out a deep understanding of current scenario within the organization and identify the areas of attention.
- 23. Agendashift as a coaching tool Once the attention areas are identified and prioritized, the desired outcomes are explored and actionable ideas are generated during the Agendashift debrief/action workshop. A Pathway is agreed in the action workshop which, with the strategy framework, serves as a credible plan for improvement based on deep understanding and agreement. Pilot experiments are undertaken and feedback loops implemented with visibility and periodic reviews and retrospectives.
- 24. Actions to be taken Try true Servant Leadership while acting as a Scrum Master/ Kanban SDM / Agile Coach / Team Lead Try applying Job Stories Try to improve Agile freshness in teams Try GROW model of coaching Try using Cynefin for decision-making Try Agendashift sample survey