Agile Performance Improvement by Bob Winter

By Bob Winter

Agile functionality development demonstrates the mutual advantages that accrue to the worlds of functionality consulting and agile software program improvement while the values and rules of either are mixed synergistically below the counsel of practitioners expert in either. The agile functionality development version blends the foundations of human functionality expertise with the frameworks and practices of Agile. the result's an procedure that maximizes the price of interactions one of the advisor, the paintings crew, and the buyer. not like conventional end-to-end waterfall methods, agile functionality development offers worth continually and in small increments, relentlessly targeting results of worth to the buyer. development on buildings of Agile which are utilized in software program improvement, comparable to Scrum, the agile functionality development version considers the human element of holistic recommendations in developing a continuing flow of value.

Bob wintry weather, a functionality advisor, used to be the product proprietor for the company schooling scrum aiding an agile transition initiative for enormous quantities of engineering groups. From this cross-disciplinary adventure, he chanced on that the 2 cultures, languages, and methodologies of functionality consulting and agile software program improvement are—far from being incongruent, incompatible, or inappropriate to every other—in truth preferrred to enrich and aid one another. Being agile improves the effectiveness of the functionality advisor, and utilising the teachings of human functionality know-how improves the effectiveness of software program improvement teams.

In Agile functionality development, iciness teaches functionality specialists easy methods to follow agile rules, values, and strategies usefully to the initiatives of optimizing human functionality in parts of perform not just adjacent but additionally way past the area of software program and IT engineering, equivalent to company studying suggestions, human assets structures, and non-software items. Conversely, he indicates engineering groups immersed in an agile atmosphere tips to enhance their functionality utilizing the rules and strategies taught and cultivated via functionality experts. the writer, who has labored greatly on either side of the normal divide, recounts entertainingly yet informatively how either sparks and fur can fly whilst geeks stumble upon humans people.

What you’ll learn

After analyzing this booklet, enterprise executives, group contributors, agile practitioners, and function consulting practitioners should be in a position to do the following:

observe agile engineering practices to the layout and improvement of studying suggestions and non-software products
observe the analytical thoughts of human functionality know-how to the answer of any enterprise challenge regarding human services, together with software program development
Leverage the agile functionality development version to maximise the worth of interactions between product proprietors, paintings groups, and buyers in any product or method area
steer clear of the typical pitfalls confronted by way of groups transitioning from conventional paintings how you can Agile

Who this publication is for

The readerships for this booklet include:

functionality consulting practitioners, from the fields of human assets, company studying, and inner and exterior consulting
Agile practitioners, together with software program builders, agile coaches, and different professionals
company executives together with common managers, sensible managers, leader details officials, leader studying officials, and leader humans Officers
scholars majoring in any of those topic components: desktop technology, tutorial expertise, place of work studying, human assets administration, company management, business and organizational psychology, organizational improvement, commercial and exertions relations

Table of Contents

Chapter 1. Agile and Human functionality know-how: The Twain Shall Meet

Chapter 2. the fundamentals of Human functionality Improvement

Chapter three: The functionality Consultant’s Toolkit

Chapter four. the fundamentals of Agile

Chapter five. The Agile software program Engineer’s Toolkit

Chapter 6. Agile functionality Improvement

Chapter 7. Proving Value

Chapter eight. non-stop development Lore

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People in staff functions, who generally are inclined to do what is asked of them, get frustrated because these types won’t participate. If you want people to do those other things besides relentlessly focusing on sales results or trading profit, you have to structure their compensation accordingly. Easier said than done. Fidelity Investments is an example of a ­company that uses incentives to drive behaviors and attitudes they want to see. Look at what they disclose to customers about how their registered investment reps are compensated14: Our compensation plans are designed to encourage representatives to establish and maintain strong customer relationships, and deliver personalized guidance, which emphasizes and promotes the benefits of long-term investing and sticking to a financial plan throughout market cycles.

An axiom helps us to explain that idea. It is the 85 percent rule. The 85 Percent Rule HPT’s heritage is research. Since the days of Gilbert, Rummler, and the other trailblazers, great research has been done, much of it by PhDs in the areas of learning transfer, motivation, systems engineering, and the like. For the most part, the measures are confined to the efficacy of training on performers. One of the most quoted statistics in HPT-land is the 85 percent rule (Figure 2-4): 85 percent of the time, the cause of performance deficiencies is related to environmental factors.

This updated version addresses the common critique of the original. Being misunderstood and oversimplified is a fate that Kirkpatrick shares with Dr. Winston W. Royce, an engineer who “invented” the waterfall method of managing large software development projects. 17 His paper explicitly denounces the end-to-end, one-way street that is waterfall planning, yet it spawned a multimillion-dollar cottage industry. Royce and Kirkpatrick both gave the world ideas that were almost too elegant for their own good—so much so that many of those espousing the method only considered the ideas themselves in a superficial manner.

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