Chaos In A Can

Lauren Cahill - Agile Coach - Lloyds Bank

'Chaos In A Can'
In this talk, Lauren will show you how to use an agile mindset to control chaos and empower your teams.

Agile Scotland March 2020

Transcript

1. CHAOS IN A CAN
2. WHY ARE WE HERE? 2
3. WHY ARE WE HERE? 3 In any project, programme or delivery there are two factors that we are need to consider • The work pressure • The people pressure People Work
4. WHY ARE WE HERE? 4 In any project, programme or delivery there are two factors that we are need to consider • The work pressure • The people pressure People Work Awesome Alex Stressed Stevie Compliant Charlie Disruptive Dave Angry Andy
5. WHY ARE WE HERE? 5 It is all about helping your people to manage the work pressure more effectively by: • Creating Alignment • Building Structure • Adapting as necessary People Work Awesome Alex Stressed Stevie Compliant Charlie Disruptive Dave Angry Andy Structure Alignment Adaptation
6. MAN IS CONDEMNED TO BE FREE; BECAUSE ONCE THROWN INTO THE WORLD HE IS RESPONSIBLE FOR EVERYTHING HE DOES Jean-Paul Sartre
7. Unlock the intrinsic motivation of your teams CREATING ALIGNMENT
8. Unlock the intrinsic motivation of your teams Give yourself time and space for proper planning CREATING ALIGNMENT
9. PLANS ARE STILL IMPORTANT...
10. PLANS ARE STILL IMPORTANT... Ensures you’ve though through the overall strategy Informs the direction of travel Allows for identification of possible risks and issues Unrealistic milestones that don’t reflect real life An artefact that sits on the shelf Drives the wrong behaviours
11. Unlock the intrinsic motivation of your teams Give yourself time and space for proper planning Actively communicate, and update the vision CREATING ALIGNMENT
12. SO NOW WE’VE GOT A PLAN...
13. SO NOW WE’VE GOT A PLAN... HOW DO WE GO ABOUT DELIVERING IT?
14. LUCKILY HUMAN BEHAVIOUR IS PREDICTABLE 14
15. Embed a cadence into your ways of working BUILDING STRUCTURE
16. Embed a cadence into your ways of working Create clear boundaries BUILDING STRUCTURE
17. Embed a cadence into your ways of working Create clear boundaries Design appropriate governance structures BUILDING STRUCTURE
18. BUT THIS IS REALLY JUST TACTICAL FUNDAMENTALLY WE NEED TO ADAPT
19. There is still risk associated with doing nothing ADAPT AS NECESSARY
20. There is still risk associated with doing nothing Focus on solving the root cause ADAPT AS NECESSARY
21. There is still risk associated with doing nothing Focus on solving the root cause Staying still is not an option ADAPT AS NECESSARY
22. BRINGING IT ALL TOGETHER Alignment Structure Adaptation Makes sure that your team are all pointing in the same direction Gives your team freedom to be flexible Is vital to make real progress
23. “TEAMWORK IS THE ABILITY TO WORK TOGETHER TOWARD A COMMON VISION. THE ABILITY TO DIRECT INDIVIDUAL ACCOMPLISHMENTS TOWARD ORGANISATIONAL OBJECTIVES. IT IS THE FUEL THAT ALLOWS COMMON PEOPLE TO ATTAIN UNCOMMON RESULTS.” Andrew Carnegie
24. “TEAMWORK IS THE ABILITY TO WORK TOGETHER TOWARD A COMMON VISION. THE ABILITY TO DIRECT INDIVIDUAL ACCOMPLISHMENTS TOWARD ORGANISATIONAL OBJECTIVES. IT IS THE FUEL THAT ALLOWS COMMON PEOPLE TO ATTAIN UNCOMMON RESULTS.” Andrew Carnegie