How to make work suck less
with Agile
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Information, data, and graphics/drawings embodied in this document are strictly confidential and are supplied on the understanding that they will be held confidential and not disclosed to third parties without prior written consent of ICC.
Dan GreenLeaf
• Agile evangelist
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COHAA board member
Lunchbox President
ITLN board member
Columbus Women in Tech Treasurer
• Foster/Adoptive parent
• Practice Lead at ICC
Contact: dgreenleaf@icct.com
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Information, data, and graphics/drawings embodied in this document are strictly confidential and are supplied on the understanding that they will be held confidential and not disclosed to third parties without prior written consent of ICC.
Agenda
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How to make managers care
How to make the work more enjoyable
Build a community
Movement
Implementing
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Getting Leadership to care
• Companies with higher employee
satisfaction do better in highly flexible
labor markets
• Opposite true in non-flexible markets
• Reduce turnover, higher stock price, little cost,
more free time
 Journal of Financial economics- Alex Edmans
• Theory vs Practice
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Focus on the Work
• A.M.P. model
• Autonomy
• Mastery
• Purpose
 Drive, Daniel Pink
• People want to do good
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Information, data, and graphics/drawings embodied in this document are strictly confidential and are supplied on the understanding that they will be held confidential and not disclosed to third parties without prior written consent of ICC.
Autonomy
• Build projects around motivated individuals. Give them the environment
and support they need, and trust them to get the job done
 Agile Manifesto
• Allow people to choose how to meet the goal. Giving flexibility in Task,
Time, Team, and Technique.
Drive, Daniel Pink
• Accountability for what matters
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Information, data, and graphics/drawings embodied in this document are strictly confidential and are supplied on the understanding that they will be held confidential and not disclosed to third parties without prior written consent of ICC.
Mastery
• At regular intervals, the team reflects on how to become more effective,
then tunes and adjusts its behavior accordingly
 Agile Manifesto
• The people who are most successful are the ones that continuously try to
improve for the intrinsic reward of getting
 Drive, Daniel Pink
• Examples
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Information, data, and graphics/drawings embodied in this document are strictly confidential and are supplied on the understanding that they will be held confidential and not disclosed to third parties without prior written consent of ICC.
Purpose
• Our highest priority is to satisfy the customer
through early and continuous delivery of
valuable software
 Agile Manifesto
• People need to understand why they are
building what they are building.
 Drive, Daniel Pink
 Examples
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Information, data, and graphics/drawings embodied in this document are strictly confidential and are supplied on the understanding that they will be held confidential and not disclosed to third parties without prior written consent of ICC.
A.M.P. Model
• A.M.P. model
• Autonomy
• Mastery
• Purpose
 Drive, Daniel Pink
• Game
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Information, data, and graphics/drawings embodied in this document are strictly confidential and are supplied on the understanding that they will be held confidential and not disclosed to third parties without prior written consent of ICC.
Community
• Be the change that you wish to see in the
world
Mahatma Gandhi
• Events, celebrations, socialize
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Information, data, and graphics/drawings embodied in this document are strictly confidential and are supplied on the understanding that they will be held confidential and not disclosed to third parties without prior written consent of ICC.
Movement
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Information, data, and graphics/drawings embodied in this document are strictly confidential and are supplied on the understanding that they will be held confidential and not disclosed to third parties without prior written consent of ICC.
Implementation
• Don’t approach Agile in a waterfall way
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Roll out one thin slice at a time
• Commit
dgreenleaf@icct.com
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Information, data, and graphics/drawings embodied in this document are strictly confidential and are supplied on the understanding that they will be held confidential and not disclosed to third parties without prior written consent of ICC.
Questions
Research @
http://tinyurl.com/gmsqu3g
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Information, data, and graphics/drawings embodied in this document are strictly confidential and are supplied on the understanding that they will be held confidential and not disclosed to third parties without prior written consent of ICC.
Contact @
dgreenleaf@icct.com