Read e-book online Agile Performance Improvement: The New Synergy of Agile and PDF

By Robert Winter

Agile functionality development demonstrates the mutual advantages that accrue to the worlds of functionality consulting and agile software program improvement whilst the values and ideas of either are mixed synergistically below the tips of practitioners expert in either. The agile functionality development version blends the rules of human functionality know-how with the frameworks and practices of Agile. the result's an process that maximizes the worth of interactions one of the advisor, the paintings workforce, and the client. not like conventional end-to-end waterfall tactics, agile functionality development offers price constantly and in small increments, relentlessly concentrating on results of worth to the client. construction on buildings of Agile which are utilized in software program improvement, equivalent to Scrum, the agile functionality development version considers the human part of holistic suggestions in developing a continual move of worth.

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Extra info for Agile Performance Improvement: The New Synergy of Agile and Human Performance Technology

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Info Money, perks, prizes, praise, career growth. The prospect of being punished or laid off. ” Managers can sympathize with this point of view. Doing an entry-level job for a ­minimal amount of money is a bummer. But let’s face it—that same worker who doesn’t like making french fries for $8/hour will eventually be unhappy making french fries for $50/hour, especially in the same work environment. Rather than raise wages, the consultant or manager should seek to find the sources of this disgruntlement and underperformance, particularly if it is a condition that is widespread across the kitchen staff.

The effective professional consultant employs a fourth response mode: focusing on business results over dutiful implementation. Requests usually originate unconnected to business results, but the consultant sets up a transition to outcomes-based discussion by considering the request type. info 51 52 Chapter 3 | The Performance Consultant’s Toolkit Consider the Request Type Training requests come from a good place. —Bob’s Axiom No. 3 All requests fall into one of four categories. I introduce these terms to describe them: • Legitimation • Grassroots • Emergent analysis • Executive The thinking and approach for each is different.

This is reframing. Instead of starting with the solution, we will initiate a discussion that looks at what the business situation is and what capability5 needs exist. ■■About the term reframing The reframing discussion technique was given to us by Dana Gaines Robinson and James C. 6 A reframing asks the requester to look at the business problem from a performance point of view. In the book the authors divide all requests into reactive and proactive. Three of the four Classic Scenarios to follow are reactive situations, where the consultant is reacting to a specific request.

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