THE 5TH PRINCIPLE: MOTIVATED INDIVIDUALS AND

SUPPORTING AGILE TEAMS

JUSTIN PETITE• 4+ years adapting and applying

Agile and Scrum to SPAWAR projects

• Scrum Alliance Certified Scrum Master (CSM)

• Scrum Alliance Certified Scrum Professional (CSP)

• PMI – Agile Certified Practitioner (PMI-ACP)

jpetite@lce.com

http://www.linkedin.com/in/justinpetite

Twitter: @JustinPetite

THANKS FOR YOUR FEEDBACK

TOPICS

• How managers can prepare the foundation for a successful Agile Team

• The Culture Engine

• The High Performing Team Member

• Agile Performance Management for high performing teams

THE 5TH AGILE PRINCIPLE

“Build projects around motivated individuals.

Give them the environment and support they need,

and trust them to get the job done.”

http://agilemanifesto.org/principles.html

MOTIVATED

MOTIVATION

A more significant component in predicting career success over intelligence, ability, and salary

Source of motivation varies greatly among individuals and is unrelated to success.

The 100 Simple Secrets of Successful PeopleBashaw and Grant 1994

INDIVIDUAL

“A single human being, as distinguished from a group”

“Separate from other persons and possessing his or her own needs or goals.”

WHO AM I?

Frederick Herzberg1923 - 2000

Abraham Maslow1908 - 1970

CONTENT THEORY OF HUMAN MOTIVATION

MASLOW’S HIERARCHY OF NEEDS HERZBERG’S DUAL FACTOR THEORY

Extrinsic

Intrinsic

Motivating factors

Hygiene factors

DRIVE

- Carrots and sticks don’t work

- Autonomy

- Mastery

- Purpose

HERE’S WHERE THINGS GET TRICKY

- Nobody seems to know for sure

- Individuals’ needs can change over time

- Needs can be learned or acquired

- Some needs are more important than others

- Certain extrinsic motivators like compensation may actually increase intrinsic motivators

- Motivation is useless if what’s needed to perform is missing

Inspect and adapt!

THEORY INTO PRACTICE

The Foundation

- Study the manifesto and principles in terms of how they influence daily work habits

- Take care of your hygiene first and foremost

- Cultivate individual relationships to understand the needs of those you lead

- Hire individuals who are capable of seeing the value of the task at hand

- Engage them to become motivated about building something valuable.

- Rely on your team to make delivery commitments they believe they can achieve

- Support team commitments

MOTIVATE

- Listen to the needs of your individuals

- Don’t bribe, compensate and share rewards

- Make them feel something

- Emphasize progress and build momentum

- Unite individuals around a common story

AGILE TEAMS

THE CULTURE ENGINE

Performance = Problem Solving

High Performing teams solveharder problems faster

What fuels the engine of high performance?

Adapted from “The Culture Engine” presented at AgileDC 2013 by Steve Peha and Amr Elssamadisy

SAFETY

How likely am I to participate in solving a problem if I don’t feel safe?

RESPECT

How likely am I to participate in solving a problem if you think I’m an idiot?

OWNERSHIP

How likely am I to participate in solving a problem if I think it’s your fault?

INTENTION

How likely am I to participate in solving a problem if I don’t know what you want?

TRUST

SIMPLICITY

Agile practices are agreements between team members

WHERE THINGS GET COMPLICATED- We manage our agreements poorly

- We break our agreements

- We fail to address and renegotiate

SIMPLE BUT NOT EASY

Confront Address immediately:

• Check Safety

• Check Respect

• Check Ownership

• Check Intention

• “Bring your whole self”

• Don’t be afraid to ask for support

• Agree on the way forward

Everything I Need to Know I Learned In Kindergarten

^

about being

a member of

a successful

Agile Team

Robert Fulghum (1988)

SHARE EVERYTHING

Successes

Failures

Challenges

Code

Ideas

Questions

Answers

Goals

PLAY FAIR

DON’T HIT PEOPLE

PUT THINGS BACK WHERE YOU FOUND THEM

CLEAN UP YOUR OWN MESS

DON'T TAKE THINGS THAT AREN'T YOURS

SAY YOU'RE SORRY WHEN YOU HURT SOMEBODY

WASH YOUR HANDS BEFORE YOU EAT

FLUSH

WARM COOKIES AND COLD MILK ARE GOOD FOR YOU

LIVE A BALANCED LIFE

LEARN, THINK, DRAW, PAINT, SING, DANCE, PLAY, AND WORK EVERY DAY

TAKE A NAP EVERY AFTERNOON

WHEN YOU GO OUT INTO THE WORLD, WATCH FOR TRAFFIC, HOLD HANDS AND STICK TOGETHER

BE AWARE OF WONDER

REMEMBER THE LITTLE SEED IN THE STYROFOAM CUP

GOLDFISH, HAMSTERS, MICE, AND THAT SEED

LOOK

The High-Performing Agile Team

MEASURING PERFORMANCE

SHARED GOALS SYSTEMS

http://www.agilejournal.com/articles/columns/column-articles/5742-performance-management-for-agile-peoplehttp://www.infoq.com/articles/agile-performance-management/

1. Agile team shares the same performance goals

2. Individual goals for individual development

3. Make sure individual goals are aligned with team goals

4. Frequent performance feedback

5. Value highly the personal traits, characteristics, and behaviors of good team members

IF WE MUST, HOW DO WE SCORE?

HOW DO YOU FEEL TODAY?

SUMMARY• Managers can prepare the foundation for a successful Agile

Team

• The basic principles and listening to the needs of individuals will help you be a better Agile Manager

• The Culture Engine

• Making and keeping agreements and building trust while acknowledging the needs of fellow team members

• The High Performing Team Member

• Good habits can build great culture

• Agile Performance Management for high performing teams

• Experiment with agile patterns to incorporate shared goals and simultaneously manage the “I” in “TEAM”

THANK YOU!

Please let me know how I can do better next time!