Management

Focus & Flow

Travelling on a train that got delayed, I started to think about flow & focus that resulted in this blog post.

”Formula”

Focus <-> Flow

If you can focus (i.e. limited the work done in parallel), you will get flow through your system. If you can show a track-record of  flow (i.e. continuous deliveries), it becomes legitimate to focus. Just like the opposite is true. If you can’t focus you will not get flow. If you don’t have flow, you need to start work earlier (to meet the delivery) and you end up with multiple parallel work activities and you become unfocused. If you can’t focus the flow is gone, and downwards it goes.

So focus gives flow, and the other way around. That gives this simple “formula”:

Focus <-> Flow

Theories is one thing, but I bet that you long for an example that you can start to use right away? Well, here it is a visualisation that creates focus and gives flow in the end of a larger effort when everything shall ”come together”!

Shooting Target

Nowadays we have everything in Jira, including the team’s Kanban boards. Atlassian, that makes Jira, claims it to be ”The #1 software development tool used by agile teams”. That’s very good, but it’s hard (is my opinion at least) to visualise an overview to actually ”see all the work”, especially if you are using multiple projects in Jira, like we do. So when we are approaching the end of a major release, we use a good old whiteboard to ”get everything together”.

”Shooting

At the end of a larger release we use the shooting target that I have blogged about before. It’s a very straight forward metaphor that everyone understands. We aim for the target in the middle, and all the work needs to proceeds in a ”To-do, Doing, Done”-manner from the outer circle to the center. The circle can be subdivided to show different “parts” (like products) that need to come together to make up the release. The shooting target in the pictures has four subdivisions.

”Shooting

Explanation (where to coloured “circles” in the picture above corresponds to the bullets in the list below):

  • Visualization of the needed work – As mentioned we have everything in Jira, residing in several projects. To actually see the work needed to ”tie a release together” this visualization is essential. It better depicts work in front of us, than work already done that Jira shows (and that everyone already have an understanding of, since they have been part of it).
  • Target date – We put up the target release date in the middle to communicate to everyone in team team, as well as outside stakeholders, what we are aiming for. A part from communication, a target date helps prioritization. An example: ”If we shall be ready end of next month, there are no way we can take this work on, it have to wait for the next release!” We can use crystal clear communication, when we say ”we need to hit the target”, we actually mean it 🙂 .
  • Responsibility – As on a ”normal” Kanban-board we use avatars to show who is working on what. This time I simply collected the pictures that the persons uses in other systems (like Slack) and printed them out and glued them on regular square-sized magnets (that I in turn have longtime borrowed from my daughter 🙂 ). Avatars showing who works on what also communicates something else that is very important, what we are NOT working on! As in ”We are focusing on this for now, and leave that to later” or ”Why are we not working on this? We need to start doing that now!”. This type of overview you can’t get in a digital tool like Jira (is my experience).
  • Dependencies – To highlight dependencies (for example to other departments within the company) avatars are used for that as well.
  • Other information – Other parts of the whiteboard are used to keep track of other information, like who is on vacation.
  • Operation of the board – The board is “walked” regularly, and two questions are used by me (as the facilitator):
    1. What have moved since last time?
    2. What is hindering us the most today from “hitting the target”?

Summary

I hope you liked this blog post and that you have a better understanding that you need to focus to get flow. In doing so you achieve a positive spiral where focus and flow enforces each other. The shooting target is one visualization to support focus and thereby flow. Good luck with your implementation of this!

All the best,
 Tomas from TheAgileist

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The Goal

It’s a trend that young people don’t read books anymore. Instead they spend time on social media or playing computer games. I, who read a lot of books, see this as a problem. Therefore I really like the initiative from Goldratt Books, to re-publish the legendary book ”The Goal” from 1984, but now as a business graphic novel! Hopefully this format will make the Millennials get the invaluable information about Theory of Constraints.

The full title of the book is ”The Goal: A Business Graphic Novel”, and the original was written, as you all may know, by Dr. Eliyahu M. Goldratt. Dwight Jon Zimmerman and Dean Motter have made the adjustments to this new format of graphic novel, and the book has 143 pages and was released in August 2017.

”The

Content

The book starts with an introduction by Efrat Goldratt-Ashlag (daughter of Dr. Eli Goldratt). Back in 1984 Eli wanted to present his new idea (Theory of Constraints) in a way that would stand out from the normal ”boring” management books. He choose the format of a business novel (or, as some say, a teaching novel). The publishers were sceptical but one of them believed in the format of a novel, and published it. 7 million copies sold, and translation to 32 languages showed that the decision was right! Now Efrat wants to do the same thing her father did, using the graphic novel format to appeal to the readers of today!

What is the story? It’s about a factory (the Unico plant) that has run into severe problems (like late shippings) resulting in layoffs. Alex Rogo, a newly appointed plant manager, is put in charge to fix the problems. Alex spends his time in numerous and seemingly meaningless management meetings. He struggles to find out what the problems for the factory really are, but he finds no answers. One day, at the airport, he runs into his old professor Jonah and asks his for advice. Jonah becomes the mentor to Alex, in his pursuit to fix the problems to save the Unico plant. As the story goes along, the ”bits and pieces” of Theory of Constraints are explained in order to help Alex. I will not give away anything more about the story, you simply have to read it yourself! 🙂

However, I end this review with ”The 5 focusing steps of Theory of Constraints”:

  1. Identify the system constraint(s).
  2. Decide how to exploit the system constraint(s).
  3. Subordinate everything else to the above decision(s).
  4. Elevate the system constraint(s).
  5. Go back to step 1. Warning: Do not allow inertia to cause a system’s constraint.

”The

Recommendation

First of all, ”The Goal” is one of the classics. If you haven’t read it, you should really pick up a copy. I really like the graphic novel format. It appeals to me, and hopefully to numerous of others. This is a must read that I can highly recommend!

All the best,
 Tomas from TheAgileist

Philosophy – One Step Ahead

If you are one step ahead of things, life is so much easier. Its like in chess, where you have the next move already sorted out. If a problem occur, you already have a solution, or at least a strategy on how to solve it. One step ahead means that you are in the driver seat of the car, and not pinned down in the back.

One step ahead

”One step ahead” – Slightly better prepared or more successful than someone else (taken from TheFreeDictionary)

Being alert and looking forward is also more fun than looking backward. Therefore one step ahead is the philosophy that I vouch for! It’s also very easy to remember and visualise in your head, three simple words:

  • One
  • Step
  • Ahead

Ok, maybe this is enough of ”selling my theory”, let’s get a little more concrete.

You can visualise my philosophy like traveling along a road. Your road can be straight or with a lot of curves. But on that road there will be a number of obstacles, impediments that needs to be dealt with. If your sight is narrow (close to blindfolded), you will bump into EVERY obstacle and need to deal with them reactively. But if you are one step ahead of everything, your sight is longer (aiming for the horizon) and you can see the obstacles ahead, and can be able to turn for them (i.e., do something actively about them). It is always easier to deal with problems you can see coming (when they are ”small” and further away), than when they have happened (and have become ”large”).

”One

Figure 1 – One step ahead philosophy. The project is like a truck with cargo (tasks) traveling along a road with obstacles.

The truck in previous picture symbolises your project or other larger work at hand. The truck is loaded with a lot of stuff, that is your tasks or work items.

To be one step ahead you need to keep your eyes open (talk to your project team members, find out what they are worried about), and to have your view on the horizon (with that I mean a time perspective of weeks or months ahead, rather than days or hours).

If you sense a problem or challenge (picking it up when you discussed the project with Ed, the lead programmer, in front of the coffee machine in the morning) you should not give up before you can sort the it into one of the following categories:

  • Immediate action needed – You need to understand the problem in detail (in so much detail that you understand it, and can make a decision about it). If you don’t understand the problem, you simply need to keep digging until you do (book meetings with key persons, read the specification once more, etc.). When you understand and can see the impact, you need to take the proper actions to solve the problem.
  • Needs to be dealt with later – You have done your homework and understand the problem and its impact, but it doesn’t need your immediate action. You still need to ”own” the problem and follow-up on it, i.e., by adding it to the AP-list and the time plan (if it is affected), more about that later.
  • Harmless / no action required  – Your investigation shows that the problem is harmless to you (i.e., it will not affect your project or task at hand, you can pass it on in the organisation) or ”it will solve itself” (i.e., the problem can be fixed without your involvement, or even simpler, there was no problem).

Next section will tell you a little more about how to face problems or challenges.

Reactive management

In reactive management (a.k.a. ”fire fighting”) you act on things that HAS happened. Your data storage has run out of free space, your largest customer has found a fatal bug in your software that is already in production, or your best programmer has left you for your competitor. That’s why it is also called ”fire fighting”, your are dealing with the symptoms, and can do nothing about the cause of the problem (at this point of time).

”One

Figure 2 – Reactive management. You are running behind the truck to pick up the stuff that has fallen out, i.e., fixing problems that have already happened.

You as a leader are running after the truck to pick up the stuff that has fallen off because hitting the bumps in the road. Most of the things that falls out is possible to fix (like adding more disk to the data storage), but it slows you down. Some things are broke and lost forever (like the lost of your best programmer). The truck must stop while you fix things, i.e., your project moves slower or is even stopped from time to time. This will lead to delays, that in turn makes frustration among all the projects’ stakeholders.

In reactive management you are one step behind, lying in the backseat of the car. Interested to hear how you can grab the steering wheel?

Active management

In active management you have a preparation for things that can happen.

”One

Figure 3 – Active management. You are running in front of the truck to remove impediments as they come along.

Visualise this by you running ahead of the truck to push the stone away or to fill the hole in the road, or to tell the driver to steer away from the hurdle. The more problems or challenges you can fix, the faster you truck (project) can move. In theory you can clear the road all the way to the finish line (the project goal), but in practice its about ”clearing” a reasonable distance in front of the truck (after all, it can be very hard to look into the future). It’s all about removing of impediments before the truck (project) hits them.

You must also have an awareness of the problems you can’t see, they might be too far away for the moment or they are hidden. Like when it’s around Zero degrees Celsius and a spot of ice appear in a steep curve (that can make your truck run off the road). To have that humble insight that it can be even more problems is a good start.

”Why do you need to spend time on problems thats has not happened?”, someone might ask. Because you then have a chance to call for meetings, find the proper solution or minimise the impact. You don’t want to end up under time pressure, because that will force you into bad decisions. With bad decisions you will end up in reactive management and you are stuck in a catch-22 (i.e., going round in circles).

Summary

  • Management is like traveling along a road with a number of obstacles.
  • Active management – You try to do something about your problems before they occur, or if not possible to solve, to minimise the impact.
  • Reactive management – You bump into problems and act on them after they have happened.
  • Active management is to prefer over reactive, to be ”one step ahead”.
  • Go from reactive to active management A.S.A.P!

Top Ten List – Books

Today I visited Stockholm Lean Coffee. It was my first visit in a long time, and the discussions were very giving as usual! The question that I brought to the table was the one of tips of (new) Agile books to read. I got a few suggestions that I can come back to later, when I’ve read them. For now, I will share with you my top ten list of the most inspiring Agile/Lean/Management-books that I have read. Here it goes, in reversed order for most excitement, of course! 🙂

”Top

Top Ten List – Books

10. #Workout (Managing for Happiness)

I start off with the one and only book that yours truly have contributed to. 🙂 It’s the “#Workout”- book that Jurgen Appelo self-published. See my short review here. It has now been withdrawn from the market, and replaced by “Managing for Happiness: Games, Tools, and Practices to Motivate Any Team”. Most of the chapters from the first book was transfered over to the new one that is available for purchase.

9. Scrum and XP from the trenches, 2nd edition

My Agile journey really kicked-off by reading this book back in 2008 (it was then the 1st edition, released 2007). It gave me the understanding that it was possible to build software without using the waterfall model! The 2nd edition is annotated by Henrik Kniberg, sharing eight more years of his experience. Here is my review of the 2nd edition.

8. Creativity, Inc.

Ed Catmull is an astonishing leader! This book is his biography, but also tells you the story on how to build an innovative and creative company, like Pixar (nowadays a subsidiary of The Walt Disney Company). In his career he made art and technology come together. Here is my review of the book.

7. Soft Skills

Before I started this blog I had a strong desire of writing a book myself. But I had no idea on how to do it. Via Manning I got involved in a MEAP (Manning Early Access Program) providing feedback to this book “Soft Skills”, to get me “into the world of book writing”. It turned out that John Sonmez are a quite nice fellow! 🙂 “Soft Skills” clarifies personal kaizen.

6. This is Lean

This is my Lean-bible! It taught me the “secret sauce” of flow efficiency (work moves fast through the process) over resource efficiency (people to be busy at all times). I read this book long before I started blogging, therefore I don’t have any formal review, instead you can read this blog post that sums up my thoughts regarding this.

5. Moments of Truth

This book I first read in Swedish (then it is called “Riv pyramiderna!”). The author Jan Carlzon states that a leader of a company can’t be an isolated and autocratic decision maker. Instead, he or she must be a visionary, a strategist, an informer, a teacher, and an inspirer.The values presented in this book are well inline with the agile thinking, talking about empowered teams that are cross-functional and customer focused. Here is the review.

4. Agile Project Management with Kanban

I immediately bought this book after I heard about it, since I’m both into project management and Kanban! And yes, the book fit me like a glove! It’s a true gem, a perfect Agile book in 160 pages. Read more about it here.

Ok, we are approaching top three now…

3. The Innovators

”The Innovators” is Walter Isaacson’s followup book to the ”Steve Jobs”-biography that I think many of you have read. The book holds 500 pages plus, that covers the whole history of the digital revolution from the 19th century to present time. The main takeaway from this book is that creativity is a collaborative process. That innovations comes from smart people working together as a team, rather than from a lone genius. Here is my review.

2. Kanban in Action

This is my personal favourite amongst the books about Kanban! I’ve read it several times. It sort of changed how I see things, and even how people anticipate me, as you can read in the review that I end with: ”I can truly recommend ’Kanban in Action’ to anyone that wants to know just the slightest bit about managing knowledge work. From the first moment I started reading it, this has been my holy bible of Kanban!”.

And the winner is…

1. The Nature of Software Development

This book is written by Ron Jeffries, one of the original Agile Manifesto signatories. It was published 2015 and is a truly agile book with 150 pages full of wisdom! And questions. That can raise wisdom. If you ask me, I think this book is fantastic! Since the chapters are so short and to the point, it’s almost like reading poetry. Agile poetry. This is the ”true north” or ”guiding star” in Agile we all should aim for! Read my full review here.

Summary

I hope you liked this top ten list of books! If you did and tell me, I can make more of this type of lists in the future. It was quite fun compiling it. 🙂 Until next time!

All the best,
 Tomas from TheAgileist

Self-Organization & The Planning Board

Last summer I wrote about how I used some agile principles and practices to handle three problems we faced when living four families together in a small summer house. You can find that blog post here. When my vacation started, I spent some time thinking on improvements for this year’s stay (bringing together in total 19 persons). When everybody arrived I had prepared some new ”tools” for self-organization, with the Planning Board as the major new idea!

”The

These are the ”tools” we used

The Planning Board

The planning last year was compelled of a to-do list, and a schedule for the daily meals put up on the most central place in the house (i.e., the fridge :)). This set up worked well enough, but I wanted to improve it this year, and ended up with the Planning Board as shown in the picture above. It’s a matrix for each day in the week (that consisted of our stay in the summer house) with time slots (before lunch, lunch, afternoon, dinner and evening). To fit on the fridge the largest pager I could use was in A3 format, so I had to do my own stickies to be able to fit it all (cutting pieces of paper and using tape). As you may recall, ruler, scissors and tape are amongst my favorite agile tools! 🙂

”The

Above is a picture of the completed planning board, before any stickies were added. As you can see, I took the opportunity to make it colorful. Some additional information was also added to the board.

Below you can see the planning board, before the week started placed on the fridge (as said, the most central place in the house, where everybody passes several times a day).

”The

Initiatives

A sticky on the planning board represented an initiative. Maybe we could have used the word activity as well, but initiative felt better and more generic to fit our purpose. Each initiative had a driver (marked with ”D: <Name/s>”) on the sticky. The driver was the main responsible person for the initiative. Some initiatives regarded all persons, so they were marked with ”D: All”.

Some of the initiatives were given from previous years (like some shorter trips we like to do), so I added them before the week started to the planning board.

So could anyone just add an initiative? The answer here is both yes and no! Yes, because there were no rules for who could add a new initiative and no because some ”secret rules of self-organization” applied. I will explain them now. First, the driver needed sponsor(s) for the initiative. I.e. person/s that agreed and would ”join in”. Since most of the initiatives didn’t involve any major costs, finding sponsor(s) for the driver was pretty easy (”Shall we do this? Yes, that sounds like an good idea, let us add that to the planning board.”). A few initiatives involved cost, and they had to be funded, i.e. agreed upon with the owner of the summer house.

”The flyer”

To communicate about the initiative the driver in some cases used a flyer. Those didn’t fit on the fridge so we used a door for that. On the flyer the following information was stated:

  • Name of the initiative
  • Short description of the initiative
  • Name of the driver(s)
  • A motto
  • If participation was mandatory or not (the children put up a show every year, and attendance to that is always mandatory 🙂 )
  • Preferred time for the initiative (maybe if it was best suited as an evening activity)
  • An inspiring picture
  • Additional information.

The door

”The

Here you can see the door in the beginning of the week with five flyers added. The door also contained some feedback boards, that gave the opportunity for anyone that wanted, to give feedback (whether it was positive, negative or suggestions for improvements).

The planning meeting

After the dinner when all the participants had arrived, we held a planning meeting. At the meeting, this years new ”tools” were explained and we also did the first version of the planning (i.e., putting up all the stickies) on the planning board. Later some stickies changed back and forth during the week, mainly because some of them were weather sensitive. So the planning was like a guideline that we could follow, not rigid, and given the possibility to be flexible. This worked out really well during the week!

Self-Organization

With the ”tools” describe above the ecosystem was set enough to allow for self-organization! No-one was forced to do an initiative. Naturally the driver started and others would ”dig in”. This worked out really well during the week!

Hey, so you mean no problems at all occurred? Well yes, of course some problems occurred and needed to be sorted out. Mainly those discussions were handled by the four siblings (representing the four families). They came to an agreement in consensus, and in all cases I am aware of, everyone else aligned to that decision. Metaphorically, you can see this as the driver seeking sponsors to fund the initiative.

What happened?

Initiatives (a lot of them)

A lot of initiatives, with high commitment and value! It felt like more activity than previous year. New initiatives emerged during the week (I’m super happy with this, that showed that the ecosystem for self-organization really worked). Here is an example: One of the first evenings, an adult conducted a music quiz, following evenings many of the children held there own quizzes (with their music, almost impossible for the adults to guess :)).  Another example is building of a new porch for one of the smaller houses. This was an initiative that kept going ”in the background” during several days of the week (first to tear down the old porch, get rid of that, and then building the new).

Committed drivers (most of them)

In most cases, pin pointing a driver was really beneficial for the initiative, and the outcome was much better than leaving this with ”handled by whom it concern”. For one initiative I had higher hopes on the driver. In reflection maybe I should have taken a step back to get more involvement (I produced the flyer for this initiative, while not being the driver).

Alignment

Very little arguments or problems occurred during the week (less than previous year). All the people were aligned in terms of them knowing what was going on (a child knowing what day the Aqualand visit is planned, to an adult knowing who is responsible for making the dinner). The whole week was pretty much smooth sailing all the way!

Agile things we used

Open Space

If you are unfamiliar with Open Space, you can read more about it here. Basically I thought of the week like a long open space where initiatives (instead of topics) where put into time-slots.

Visualizations

The Planning board and the feedback boards are examples of visualizations.

Feedback door

Jurgen Appelo have come up with the idea of a feedback door. That inspired me to our door, as seen in the picture below (depicted after the week had ended).

”The

Planning meeting

Like the sprint planning meeting (in Scrum), we had a planning meeting with all participants to get understanding and alignment.

Self-Organization

I got some new inspiration regarding self-organization from reading the book ”Team of Teams”, which is may latest book review that you can find here.

Summary

Reading the feedback that was given about the week, it seems like a success (the only thing people complained about, was the weather – which wasn’t as good as it can be). I’m happy that everything I’ve set up worked out well, and that we improved from last year (kaizen – continuous improvements, remember?). It was also great to see the high commitment in the initiatives! Hopefully you now have some ”tools” to use when you want to bring structure to many people living together in a limited area during their vacation, or if you can use them in your daily work!

All the best,
 Tomas from TheAgileist

Team of Teams

Time has come for another book review. The Summer is, for me at least, time for reading and reflection. I’ve seen the book ”Team of Teams” been recommended within the agile community, and therefore it caught my interest. I really liked ”Turn the Ship Around” by L. David Marquet, retired from U.S. Navy. This book is written by General Stanley McChrystal, retired from U.S. Army. The subtitle is ”New Rules of Engagement for a Complex World”. It holds some 250 pages, and was released in November 2015.

”Team

Content

The book consist of 12 chapters divided into five parts. The chapters are:

  1. Sons of Proteus
  2. Clockwork
  3. From Complicated to Complex
  4. Doing the Right Thing
  5. From Command to Team
  6. Team of Teams
  7. Seeing the System
  8. Brains Out of the Footlocker
  9. Beating the Prisoner’s Dilemma
  10. Hands Off
  11. Leading Like a Gardener
  12. Symmetries

So what is this book about? I find this quote in the foreword: ”Management models based on planning and predicting instead of resilient adaptation to changing circumstances are no longer suited to today’s challenges”. The main story told in the book is the one about General McChrystal’s experiences from leading the Task Force in Iraq in their war against Al Qaeda. How they were badly beaten and had to change the whole organization from silos to to a network, to be able to succeed. The primary lesson that emerged, was the need to scale to adaptability and cohesiveness of small teams up to the enterprise level. General McChrystal calls this ”Eyes On – Hands Off” leadership. Meaning supervising of processes ensuring that silos or bureaucracy that dooms agility were avoided, rather than focus on making individual operational decisions.

Some new vocabulary, for me at least, from the military is used throughout the book. One example is ”limfac”, that stands for limiting factor (the one element in a situation that holds you back). I will start to use that!

For a very long time the focus of management have been on efficiency. Getting the most of a desired output (y), with the least available input (x). Now the focus needs to be on adaptability.

”Efficiency is doing the things right; effectiveness is doing the right thing.” – Peter Drucker

Sadly, in many cases still, the opposite holds true. Greatly summarized in the sentence: ”Great landing, wrong airport!”, that I’ve seen heavily shared within the agile community.

How we set up physical space really matters, and is reflected in how people work and behave. ”If you lock yourself in your office, I don’t think you can be a good executive” is a quote by Michael Bloomberg found in this book.

I chapter 9, The Prisoner’s Dilemma is introduced. From a management perspective it has interesting implications. It suggests that there are circumstances in which cooperation is better than competition. This seems obvious, but many managers assume that the healthy competitiveness between companies (that is the lifeblood of the free market), also shall be used within companies. People and departments within a company needs to see the whole to be able to cooperate fully, without having their own ”hidden agendas” (that can be the case in many companies today). The infamous problems with the car models Chevy Cobalt and Pontiac G5 (where GM had to recall 800,000 vehicles in 2014) is summarized with the following sentence: ”It was a perfect and tragic case study of the consequences of information silos and internal mistrust”.

Instead the following quote from Alan Mullally, CEO of Ford, leading their successful return in the market during recent years, shall be a guideline:

”Working together aways works. It always works. Everybody has to be on the team. They have to be interdependent with one another.”

Sandy Pentland, a MIT professor, states the two major determinants of idea flow; ”engagement” within a small group like a team or department, and ”exploration” – frequent contact with other units. In other words: a team of teams.

Finally, how should a leader lead? General McChrystal belief is (and I totally agree) ”leading like a gardener”, meaning:

  • Shaping the ecosystem (instead of ”moving pieces on the board”).
  • Delegate decisions to subordinates.
  • Creating and maintaining the teamwork conditions (”tending the garden”), a delicate balance of information and empowerment.
  • Drive the operating rhythm, with transparency and cross-functional cooperation.
  • Shape the culture.
  • Focus on clearly articulated priorities by explicitly and repeatedly talking about them.
  • Leading by example (it is impossible to separate words and actions, so they have to ”be the same”).

Recommendation

”The leader’s first responsibility is to the whole.” – General McChrystal

In summary the ”Team of Teams”-book tells very many stories, from the Army and the industry. Some of them appeals to me, other don’t. Overall the message told in this book really resonates with my own believes regarding teams, and how they should interact in a larger context! If you are interested in teamwork, and the war against Al Qaeda, you should buy this book.

All the best,
 Tomas from TheAgileist

Doing It

I first learned about Ralph van Roosmalen and his work when I participated in a video chat about ”Exploration Days”, hosted by Jurgen Appelo. Ralph is passionate about Management 3.0, and now he has written a book about his learnings called ”Doing It – Management 3.0 Experiences”. The book has 157 pages, with foreword by Jurgen Appelo, and was released in 2017.

”Doing

Content

The book consists of 13 chapters, and I thought that I should give you a short description to each and one of them.

1. Management 3.0? Huh, what?

Ralph starts out with setting the arena and tells what Management 3.0 is. In short: ”Management 3.0 is about engaging people, improving everything, and delighting the customers.” This short and to the point introduction also have references for more information.

2. What is the role of a Manager?

Management 3.0 highlights six areas for you as a manager to focus on:

  1. Energizing people
  2. Empowering teams
  3. Aligning constraints
  4. Developing competence
  5. Growing structure
  6. Improving everything

3. Move your Motivators

This chapter introduces The Moving Motivators game. This is connected to the first management area: energizing people. It has ten motivators (the CHAMPFROGS model):

  1. Curiosity
  2. Honor
  3. Acceptance
  4. Mastery
  5. Power
  6. Freedom
  7. Relatedness
  8. Order
  9. Goal
  10. Status

4. Surprise your team during their next review?

When it’s time for the review meeting, the first question you ask your team member is, “How are you doing?” They respond, “Er … good…” Then you say, “Okay, why good?” “Just good, you know … good.” Does this sound familiar?

Do you recognise yourself in the quote above? Then this chapter can help you make the review meeting fun again.

5. Traditional HR combined with Management 3.0

Here you will learn more about Delegation Boards. ”In short, just think of them as a spreadsheet that vertically lists the decision areas that you want to delegate to others, while the horizontal axis sets the amount of independence a team lead has.”

6. Implementing Cudo Cards

Next up is an introduction to Cudo Cards, a peer-to-peer rewarding system.

7. Visualise values and name your team

To get a team together you need to find the team values and then visualise them. Here you find concrete tips on how to do that.

8. Team 1 and Team 2, boring

Let the team themselves decide on their team name. Even better let them find a symbol that they can associate with the team! For example Yoda from Star Wars to symbolise mastery.

9. Getting your guilds going

Don’t feel guilty if you haven’t tried it out yet, but guilds are the thing! 🙂 Guilds to nurse craftsmanship is a common practice within Agile.

10. Things I learned about Exploration Days

You want learning and innovation to take place within your company, right? In this chapter the concept of Exploration Days are described.

11. Giving feedback without fear

Are you upset with a colleague? Don’t give them a slap, instead prepare for them a delicate feedback wrap! 🙂

12. I don’t want to implement the Spotify model!

Don’t imitate, innovate! This chapter tells you not to just copy a successful model without tailoring it to your context and unique needs.

13. To finish up

Time to wrap up! 🙂 Some last words from Ralph on where to go next.

Recommendation

If you are new to Management 3.0, ”Doing It” is the perfect starting point! Read the well-written introduction texts, and then use the references to go further. Do you want to try Management 3.0 out? Perfect, use this book to guide you. I can truly recommend ”Doing It – Management 3.0 Experiences”! Best of all? You can download the book right here. Happy reading, and see you next time!

All the best,
 Tomas from TheAgileist