The one Agile value that does not get enough attention is "Individuals and Interactions over processes and tools". A reason for this is because many of the people in our industry started out in college as “Computer Science” or “Software Engineering” students. Yet individuals and interactions focuses more on psychology and human behavior. It is also less black and white and less perfect. This presentation offers guidance and motivation for attending to the human side of an Agile software project.

1. It Takes Two to Tango Four to Square Dance

2. Common Agile Buzzwords? Product Backlog Scrum XP TDD User Stories Task Board

4. Responding to Change Over Following a Plan

5. Working Software over Comprehensive Documentation

6. Customer Collaboration over Contract NegotiationXP User Stories Task Board

7. You have survived a plane crash in a South Indian desert… Prioritize these remnants based on their importance to your survival. Flash Light (4 battery size) Jack Knife Air Map of the Area Plastic Rain Coat (large size) Magnetic Compass Compress Kit with gauze .45 Gauge Caliber Pistol (loaded) Parachute (red & white) Salt Tablets (1000) Water (1 bottle per person) Book titled “Edible Animals of the Desert” Sunglasses (a pair each) Liquor (2 quarts of Vodka) Overcoat per Person Cosmetic Mirror Then, repeat the exercise in a group. Create a ranked list for the group.

8. Score your Rankings Expert Ranking Provided by Facilitator Indiv.Score Group Score Lowest score is best.

10. 270 total participants.

11. Organized into six teams.

13. Yin Yang Taoist Philosophy “Opposing forces are seemingly interconnected, giving rise to each other.” Yin yang are opposing Yin yang are rooted together Yin yang transform each other Yin yang are balanced Wikipedia.com

14. Yin Yang and Software Projects Analysis Business Development Analysis Quality Assurance Development Project Management Business Management Natural tendency: Avoid conflict; Hide, ignore it. Better Approach: Confront conflict and cultivate its yield.

15. Build a 3 foot bridge between two desks Work as a team. Use only these materials. Make sure it can hold the weight of a textbook. The bridge that holds the most textbooks wins. You have 20 minutes. 1..2..3..GO!!!

16. Countless Possible Solutions

17. Self Organizing Teams All projects require fulfillment of certain roles. Individuals are often assigned to one or more of these roles. When roles are not assigned, a self selection process occurs. It’s natural for a group to optimize over time.

18. Key Milestones in Organizational Behavior Frederick Taylor Principles of Scientific Management Lewin Organization Development Blake/Mouton Concern for People vs Concern for Task Business Process Management Workflow BPR BPM Maslow Hierarchy of Needs Gilbert Human Performanc Improvement 1880 1921 1928 1932 1946 1949 1954 1960 1964 1978 1990 1995 2000 Ben Graham Applied Gilbreth’s work to offices and paperwork handling Peters Excellence Senge The Fifth Discipline Learning Organization McGregor Theory X / Theory Y Hawthorne Human behavior and office productivity X Y Franklin Gilbreth Time Motion Studies in Factories Organization as a Machine People as Emotional Beings People as Machines

19. Common Organizational Dysfunctions Despotism Fear & Trembling Fat, Dumb and Happy The Rat Race Burn out the Best The Caste System Anointed & Untouchables Silos Anemia Only the Dead Wood Survives Ideology Wars Welfare State Why Work Hard? Retired on the Job Cowboy Leadership MalorganizationStructural Arthritis Excerpted from The Power of Minds at Work: Organizational Intelligence in Action.© 2002 Karl Albrecht. All rights reserved. Used with permission.

20. Communicating

21. Building a Dream Team 1992 2002

22. Getting Things Done ∑ P = P Lack of Knowledge Inadequate Skill Level Insufficient Experience Mood Ambition Level Self-Motivators Lack of Desire Distractions at Home Work Environment Distractions Work Ethic TEAM TEAM MEMBER Many factors can affect personal productivity. It may be impossible to eliminate these distractions. Healthy team dynamics can overpower some personal distractions.

23. Improving– A Personal Decision You may not want to give books like these as gifts, or “loan” them to co-workers.

24. Working Productively Recall the night before leaving for a family vacation… How could you maintain that intensity level every day?

25. Productivity Spoilers The Jerk The Depressive The Slacker The Solution? Dr. Will Felps, Rotterdam School of Management.

26. So that’s interesting and all, but… What does all this mean to me?

29. Responding to Change Over Following a Plan

30. Working Software over Comprehensive Documentation

32. Tendency of a “D” Dominance Need to Accomplish Decisive Thrive on challenge Takes authority High self esteem Deal Straightforward with people May interrupt you in mid-sentence May be perceived as arrogant, opinionated, rude The stronger the “D” the more intense these behaviors. .

33. Tendency of a “I” Influence Need to Trust and Talk Trust, accept, like others Enjoy talking Animated: speak with whole face Persuasive Optimistic outlook/dreamers May become emotional/ excitable May be poor judge of character The stronger the “I” the more intense these behaviors

34. Tendency of a “S” Supportive Need to Support Others Good team players Avoids attention: prefers working in background Good listening skills Deliberate; self sacrificing May not be able to make smallest decisions Can walk all over high S as long as they feel appreciated The stronger the “S” the more intense these behaviors

35. Tendency of a “C” Compliance Need for Perfection/Quality Aim for accuracy - capacity for and enjoy concentrating on details Think systematically - problem solver Serious, intense, thorough Cautious decisions - need lot of time Tend to set high standards for 1) themselves which are above norm 2) others - may become critical if do not meet their standards The stronger the “C” the more intense these behaviors

36. A few more details … Motivated by: D Accomplishment I Public Recognition S Security C Precision/Accuracy Goals: D Control over getting things done I Relationships/Positive Social Interaction S Working on group goals C Getting job done to own standards Fears: D Loss of control I Loss of social acceptance S Loss of acceptance as a person C Recognized for poor performance

37. Can you identify behavioral profiles?

43. What’s so important about all this? Understanding/Accepting Others People Have a Need to Communicate in Their Own Language Language of the DISC

44. The Power of the Wheel jd JD ss sd SS DD SD dd TT tt pp AA bb PP aa BB Harmony/Conflict Gaps Team Culture Stress SS = Sean ScrumMaster JD = Joe Developer DD = Doug Developer SD = Stressed Developer TT = Tom Tester PP = Paul ProductOwner BB = Bob BA AA = Anne Analyst red CAPS = Natural blue lowercase = adaptive The more the person moves to the outside of the wheel the more intense their behaviors

46. Utilitarian/Economic

47. Aesthetic

48. Social

49. Individualistic/Political

51. Agile Team Building Workshop With your team, we… Facilitate Exercises Provide and Discuss DISC & Team Wheel Build Personal and Team Action Plans

52. We look forward to hearing from you… Barry Rogers barry.rogers@improvingenterprises.com 972.369.6863 Ken Howard ken@improvingenterprises.com Blog: www.agilist.net 972.467.3001