TBR – Brain-based instruction and effective training


wilson-train-the-brain-iStock

Credit: iStockphoto

In 2013 I went to Stockholm to participate in the Training from the BACK of the Room! (TBR) course with Sharon Bowman. I wanted to learn more about effective learning and how to improve my teaching, training and learning. Before the course, I already have read about TBR and used many of the techniques and principles in many courses and workshops. During the the TBR course, I really started to understand how important it is to involve and connect with learners from the beginning or even better before a course and do it many times during the course.

In all my training after the TBR course, I started to use many of the techniques and principles. There are three main principles/practices from the TBR course, that I always have in the back of my mind when facilitating or training:

  1. The 4Cs
  2. The Six Trumps
  3. Teach-Back Activities

The 4Cs

  • C1, Connections: Make connections with the current knowledge, goals and outcome from learners.
  • C2, Concepts: New information provided with many different ways supporting The Six Trumps.
  • C3, Concrete Practices: Learners practices the information or doing teach back activities.
  • C4, Conclusion: Learners evaluate and summarize what they have learned.

The Six Trumps

Movements trumps Sitting, Talking trumps Listening, Images trumps Words, Writing trumps Reading, Shorter trumps Longer, Different trumps Same.

Teach-Back Activities

Learners relate more to the information when they practice or teach back to others and is a very important activity to include for anchoring the new information in the brain.


I think the principles and techniques from TBR is a must have for every Agile Coach and will be a topic in the future “Professional Agile Coach” education, that I am creating.

 

 

 

 

The Unused Potential and Principles in Scrum & Agile

This week I did a talk at the IT-People DK Speaker event about “Top 5 Unused Potential and Principles in Scrum & Agile”. The top 5 was based on the challenges I often see in different organisations and how many organisations understand and use Scrum and Agile in a very mechanical way just for isolated delivery. It took som extra time to get it down to a Top 5.

The top 5 Unused Potential and Principles in Scrum & Agile
1. Not consider the Agile Paradigme shift from Taylorism to an Environment for action with Empowered people
2. How Agile will change how to think about projects and how to manage work
3. Not knowing the reason for changing to Agile and trying to optimize only for efficiency
4. Not consider the Scrum stance about People to Employ Empiricism to optimize the value of their work
5. Agile and change in Culture

The theme on the event was “Project management, Estimation & Planning” and based on the other talks and talking with people during breaks, it seems there is still a huge trend to focus more on managing the work in progress with tools, estimation, advanced forecasting techniques etc. The focus on outcome, impact and what change we deliver should be much better.

Below is the presentation, maybe you can find some inspiration here?

At the end, I briefly talked about the change in culture and working in an Agile way, and many of the questions from participants was related to this topic.

Too often organisations don’t think about their current culture and the impact Agile will have on that culture. Depending on the current culture there can be many different paths against Agility.

Europe’s # 1 management writer offers workshop in Copenhagen on 29/9

American website Inc.com announced that the most popular management writer from continental Europe is Jurgen Appelo. 1) Appelo returns to Copenhagen on 29 September, for the first-ever presentation of material from his new book.

Many have booked, but there are still some available seats here: Management 3.0 Workout in Copenhagen on 29/9 2014

workout

Management 3.0 Workout offers brand new games, tools, and practices for all workers so they can introduce better management, with fewer managers. It answers questions such as, “How can we measure team performance?” “How can we decide on salaries and bonuses?” “How can we define job titles and career paths?” and “How can we replace performance appraisals?”

According to Gallup’s 142-country study on the State of the
Global Workplace, the “bulk of employees worldwide — 63% — are “not engaged,” meaning they lack motivation and are less likely to invest discretionary effort in organizational goals or outcomes 2)

The traditional methods of hierarchical enterprises don’t apply to networked organizations in the 21st century. People need to learn, from scratch, how to manage a business together and how to grow a company with coworkers.

“Management is too important to leave to the managers!” – Jurgen Appelo

Born in The Netherlands, now living in Belgium, Jurgen Appelo is the writer of Management 3.0 and How to Change the World. Both books are available worldwide in various languages. As a writer, speaker, entrepreneur, and CEO of business network Happy Melly, Jurgen Appelo is rated #40 Management & Leadership Expert in the world 1); he is also #6 Most Influential Person in Agile 3) and his blog is the #3 Most Popular Agile Blog in the World 4). The publisher, Happy Melly Express, is a new co-publishing partner for authors who desire full control and high quality for their books.

1) http://m30.me/inc
2) http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspxjurgen
3) http://m30.me/infoq
4) http://m30.me/agilescout

Press release from HappyMelly.com, September 2014

Sammenhæng i Agile kurser

TeamDriven

 

 

 

Teamdriven.dk er opstået som et helt nyt joint venture mellem Lean-Agile Thinking og Alterate.

Begge disse firmaer har igennem en lang årrække været nogle af de mest aktive udbydere inden for agile kurser og coaching i Danmark.

Teamdriven.dk vil nu dække alt fra organisatorisk implementering til konkret teknisk sparring, samtidig med at vores agile kursuskatalog vil blive det mest komplette i Danmark.

Teamdriven.dk er forankret i Ken Schwabers organisation Scrum.org, og vi afholder alle kurser i Scrum.org porteføljen. Derudover vil vi afholde adskillige tekniske kurser med et gennemgående agilt tema samt Kanban og Management 3.0 kurser.

 

From output to outcome with scrum

Too many organizations are using Scrum with focus on Delivery and do not consider discovery to maximize outcome and value. Scrum is an Empirical process where you embrace uncertainty to be more effective and while doing that you will also be more efficient utilizing the potential of the people involved.

ScrumDay Denmark 2014 – Program

Looking forward to a great day at Scrum Day Denmark:

08.30-09.00 Kaffe, the, morgenmad
09.00-09.10 Velkommen
09.10-10.00 Keynote: Evidence-Based Management, Gunther Verheyen, Scrum.org
10.00-10.45 Scrum på tværs af organisationen, Peer Helgo Eland, Bluegarden
10.45-11.00 pause
11.00-11.30 Team & Kvalitet, Ole Rich Henningsen, Teamdriven
11.30-12.00 Scrum, Kanban & Prince 2, dos and don’ts, Mads Troels Hansen, Teamdriven
12.00-13.00 Frokost
13.00-13.45 Effective Product Ownership with distributed teams, Lasse Hende Nørgaard, ScanJour
13.45-14.00 pause
14.00-14.45 Den agile transformation i DFDS, Bo Kristensen, DFDS
14.25-15.00 pause
15.00-16.00 Open Space

Scrum Day Danmark 2014

ScrumDayVerden i dag er ikke den samme, som den var i går. Udviklingen går hurtigere og hurtigere, og derfor kan man ikke længere langtidsplanlægge og forudsige fremtiden ud fra fortiden. Det stiller store krav til din virksomhed, for de mange muligheder, der konstant dukker op, forsvinder lige så hurtigt igen, hvis man ikke er gearet til at gribe dem. Og så kommer konkurrenterne i overhalingsbanen. Scrum kan hjælpe din virksomhed til at komme på forkant med udviklingen og reagere hurtigt på de skiftende behov og muligheder.

Scrum er den mest brugte agile metode, og en undersøgelse fra The Economist1 viser, at 88 procent af de adspurgte virksomheder opfatter Agile som væsentlig for at skabe succes.

Scrum Day afholdes for første gang i Danmark og giver dig en unik mulighed for at netværke med andre, der har interesse i Scrum, høre indlæg af nogle af landets mest erfarne Scrum trænere og samtidig møde Gunther Verheyen, som arbejder sammen med Ken Schwaber i Scrum.org. Under sin keynote vil han fortælle om de nyeste trends inden for Scrum og Agile.

Scrum Day Danmark byder også på indlæg om, hvordan man bedst muligt får velfungerende teams og høj kvalitet, samt hvordan man undgår de mest almindelige misforståelser, når Scrum bliver kombineret med Prince 2 eller Kanban metoden. I disse år vinder Scrum stadigt større indpas uden for IT, og du kan høre om andres praktiske erfaringer med Scrum.

Hvornår:         Tirsdag d. 17. juni 2014
Hvor:               Microsoft Danmark, Tuborg Boulevard 12, Hellerup
Tilmelding:     www.ScrumDay.dk
Pris:                 Gratis

Scrum og Ledelse

 

EBMNår en vidensarbejder i dag skal udføre opgaver, kræver det kendskab til flere og flere områder og samarbejde med mange forskellige mennesker. Specielt inden for softwareudvikling har der længe været et stigende behov for, at flere forskellige medarbejdere kunne samarbejde i teams. Her har Scrum vist sig at være en af de mest udbredte og effektive måder at arbejde på. Men hvordan påvirkes lederens rolle, når man etablerer et selvorganiserende Scrum team?

Scrum er en proces, som er designet til at styre komplekst arbejde. Komplekst arbejde er karakteriseret ved, at der er mere uforudsigelighed end forudsigelighed, svarene er ikke givet på forhånd, og der er mange mulige løsninger på samme problem. Vidensarbejde og særligt softwareudvikling er eksempler på komplekst arbejde.

I 2008 skrev Snowden og Boone artiklen ”Leadership Framework for Decision Making” i Harward Business Review om vigtigheden af, at lederens rolle er tilpasset typen af arbejde. De forklarer, at lederens vigtigste rolle inden for komplekst arbejde er at flytte sig væk fra kontrol over opgaver og medarbejdere og over til at oprette rammer og strukturer, der kan øge samarbejde, kommunikation og generere ideer. Ledelsen er karakteriseret ved såkaldt servant leadership.

Mange steder er Scrum implementeret i eksisterende hierarkiske rammer, og lederens rolle er stort set uændret. Det betyder, at man ikke har ændret de rammer og strukturer, som for alvor kunne få Scrum teams til at blomstre og levere exceptionelle resultater. Man ser ofte Scrum som en isoleret leveranceprocess og opnår dermed ikke den innovation, motivation og agilitet, man ellers kunne have opnået.

Hvis man vil have mere agilitet ind i organisationen, og hvis man vil have mere effekt ud af Scrum, kræver det både en ændring af organisationens struktur og af ledelsesformen. Evidence-Based Management (EBMgt™) er en mere agil og empirisk måde at lede en softwareorganisation på, hvor der er fokus på den samlede værdi i hele organisationen. EBMgt bygger på evaluering af virksomhedens resultater og angiver, hvilke dele af leveranceprocessen, der bidrage til dem. Det bidrager til at fokusere investeringer på områder med høj effekt og giver mulighed for at revurdere organisationens samlede succes i korte iterationer.

www.EBMgt.org kan man læse mere om, hvordan Evidence-Based Management kan hjælpe softwareorganisationer med løbende at levere højere værdi. Her findes også Agility Guiden, som er et framework til at styre forbedringer.

Kom til Scrum Day Danmark d. 17. Juni 2014, og hør mere Evidence-Based Management, hvor bla Gunther Verheyen fra Scrum.org vil tale om det i sin keynote.

 

Agility Path

AgilityPathKen Schwaber and Gunther Verheyen from Scrum.org introduced“Agility Path” a continuous improvement framework for organizations to use to manage the adoption of Scrum, control the risks, and optimize its investment. It consists of defined KPI’s, 5 domains with suggested practices and a way to measure the progress towards agility with an agility index and practice trends. I think this can radical help organizations optimize their investments in Scrum and Agile in a much better way than today. I really look forward to use it to make higher impact in different organizations.  More on this in later posts.

Scrum Day Europe 2013

ScrumDayEurope2013The second Scrum Day Europe took place on July 4th in Amsterdam (Netherland). There were several presentations from companies about how they have adopted Scrum across the enterprise and how the traditional organization structure and management changed. Larger companies like Philips (144 Scrum teams), SNS REAAL and PGGM talked about their experience adopting Scrum and Agile. Diego Lo Giudice, Vice President, Principal Analyst Forrester Research talked about how Agile has changed the Testing Excellence mindset and research indicated top benefits of working with Agile was “Improved Quality”, “Responsiveness to Change” and “Improved customer satisfaction”. Ken Schwaber and Gunther Verheyen from Scrum.org introduced “Agility Path” a continuous improvement framework for organizations to use to manage the adoption of Scrum, control the risks, and optimize its investment.

Edgar Von Zoelen from Philips talked about the change at Philips with currently 144 Scrum teams in multiple sites. One of the things that started the Agile Transformation at Philips was a flat-line in revenue and decreasing innovation. After they changed to work with Scrum and Agile, they could measure an increased revenue and innovation. Next step was to align more on the portfolio level.

SNS REAAL shared how they with great success started to used Scrum, Agile and Kanban techniques in different team. From the start, they really emphasized that it was organizational change and not just a new method. They have invested in training, team coaching, workshops, external coaching and created a group of internal Agile coached to make the agile transformation really stick in the culture. They now have 28 Agile teams and can see improved performance and results.

Capgemini talked about how they with success had used Scrum in a packaged based world for ERP implementations. Similar success have I seen at ScanJour with teams doing ESDH implementations.

Many of the companies presenting are now looking into more stable teams, which can solve different type of work. They are also trying to get the portfolio level more integrated into the team level. Another learning point was the change of the management role, to more focus on removing impediments for the system with Scrum teams and use more time on vision and strategy level.

See the presentations.