NOTES for OAChampions Training Day Two

What Did You Learn/Generating Improvements
- don't have to drink the Kool-Aid, just engage with the environment

Review Foundations on Day 1
Add this to the Process Review module - share an example of truthfulness - Foundation one: Truthfulness (slide) - Image of George Washington & the Cherry Tree - same for all three foundations... include a picture and a story - might have benefits and consequences as notes for the facilitator... or have them in the module that is specific to one foundation

Introductions
- Only share things that you are comfortable to share - No pressure to expose confidential information - encouraged to participate - okay to "pass" for your own reason

Deep Concept, Explore with Growth Facilitator training
- image and wording is good Connections within OpenAgile - good value drivers are the fruits of organic growth - building on the past -- a base of value - value drivers are cumulative (Instructor's Notes) - adaptability to the environment (Instructor's Notes) - implies starting small - implies it happens "naturally" (Instructor's Notes) -- natural consequence of process, and component parts -- learning as you go - value, capacity, learning - implies growth takes time -- takes it own time

Role of the Team Member
- Exercise

-- handout questions to write down: --- do differently --- give up --- take on --- environment --- roles/titles

-- share with a partner or group about this learning --- PRESENTER NOTE: only share details if comfortable/allowed - PRESENTER NOTE: make sure to define "team" - environment matters: seeds need to be planted in an appropriate medium - may want another moving EXERCISE for this module

Simulation I
- not structured enough? - learned to let go and let it happen - audience profile, who is attending? - how do we build on strengths? - how do we improve this module?

Diagram
Individuals, Groups/Teams, Community

Sets of activities

Instructor may choose to keep it simple

Instructor relates learning circle to penny exercise

Exercise: The Four Steps
(Handout)

Instructor polls room for who is more focused on R, L, P, A

Instructor asks for insights on the questions

Detachment
Give a story

Instructor asks for examples


 * sunk costs - money

Search
Precedes learning

Look outside yourself

Instructor asks for examples

Love
Love for the work, passion, attraction

Courage
The plan is good enough - try it out, let it be an experiment

Guidance
Instructor can mention that managers can fit in here, but changes role (not prescriptive, servant leadership)

NOTES on MODULE:

Helpful if facilitator wrote down what people said to each of questions from handout exercise, and put them up on wall of room (one per flip-chart page)

Instructor must have post-it flip chart or regular flip chart and tape

For capacities, ask room what they mean, then help refine it

For each capacity, ask how truthfulness is the foundation for each capacity

Instructor's note make sure to tie each capacity to the step in the learning circle

Unity
NOTES on MODULE:

how does this all deliver value - high performance teams

diagram about getting people to go in the same direction as a part of the slides about unity

how to present:

success factors - we need to see them - handout? bullets? written on flipchart?

one of the reasons for using OpenAgile is to help teams go through the stages as quickly as possible

introduce concept of organic unity (diversity of parts, activity), processes of growth are processes of integration/unity

connect the dots!

unity -> growth -> deliver value

example of emergency room (doctors, nurses, working together, but not doing the same things), example of human body

Exercise/Question: what is an example of a great team?

Example
NOTE: suggest using the Nail exercise, all pieces work together to support the whole

Effective Meetings
Instructor asks, but just in case, missing: engaged participants, facilitator, consultative decision-making skills, outcomes (actions, learning), safe environment

Types of Meetings
Instructor can joke that one type missing from the list is a "pointless meeting"

Instructor can also add "informational" someone talks at you

OpenAgile Meetings
script of a good (imaginary) Engagement Meeting for people to do

video of a good progress meeting

who attends? all team members, plus anyone the team invites

how can we overcome the sometimes negative connotation of the word "meeting"

Rename: Engagement Session, Progress Update?

Instructor draws Diagram to show proportion of meetings (40:4:1 / Cycle:Engagement:Progress)

NOTE: put the diagram in the instructor's manual

NOTE: put in the OA Primer: agile is an umbrella term

MISSING: what happens inside each meeting (activities) what are the outcomes

Progress meeting aligns the team

Skills and Learning
Tie this back to organic growth

Process Facilitator
Big discussion about roles vs. paths of service

ADD slides to show the All of OpenAgile with stuff highlighted

Calendar Events
The team may learn that it needs to leave space in the Cycle Plan for interuptions, new tasks, things that come up, etc.

Better photo of calendar or screen shot of iCal (Don't put dates, ex. May 2009)

Frequency, Event Based, Automation/Delegation
we need to add a slide to specifically call out Automation/Delegation

Concept of "tools" and "best practices" is larger than just this module, but needs to be explained to instructors

Opening Slide
hard to see the color of the text

Example
when left unrecognized, things get worse

Concept from Lean, OA teams should always strive for excellence and build quality into the product

Quality built in, rather than depending on verification later

Inevitably, there will be errors and defects. We intend to have the highest quality, and we strive for it.

When doing Cycle Plan, value drivers may indicate tasks are needed to correct quality problems

Address Quality Problems as soon as possible - depending on Cycle length, time to research a solution, balance with tasks that have a higher value

OA can be used for doing more things than just building stuff (ex. software, toy, cupcake)

Discussion
Example information errors on a report, document

Example non-profit/charity program that has loopholes - people qualify for the program who shouldn't, exploit the system

Example re-work

If a team decides it needs another type of work (another core type of task), then they're free to bring it up

NOTE: have not yet introduced concept of creating Value Drivers and making tasks fit them

OPEN QUESTION: might be good to introduce Commitment Velocity - how do you measure the amount of work you can commit to, so you can leave slack in the plan to allow for new things that come up

Opening Slide
Process, environmental factor, anything preventing the team, or a team member, from doing work

Collaboration - team members work together to overcome obstacles

Asking for help is not a sign of weakness

Empowerment - there are degrees of empowerment; leaders of an organization can remove obstacles outside of the scope of the immediate team environment in order to help the team do their work

PF Change to Process Facilitation - helping the team to identify obstacles and then tracking/maintaining them across Cycles

Obstacles List
Slide needs to change

Excercise
need pairs of people piece of paper and pair of scissors CLUE: Instructor says "there is no time limit" moral: it is okay to ask for help

New Artifacts
Creative work Have a framework, now create something new

Examples
New course, course material Developing a new product new unknowns timebox based on expected value within the Cycle spend some time and create "something" discussion on creative process, inspiration, synergy, importance of a work environment that supports creativity

SUGGESTION: put this module earlier in the training because it is more concrete, "something you can chew on", not as theoretical like Truthfulness Also easier to get the material out of the way, so people have a sense that they're learning something specific Importance of having tangible concepts that are easier to build on

Melbuj Exercise
Practice categorizing items into the five types of work

NOTE: need slide with the instructions

Instructions:


 * 1) work in comic book groups
 * 2) as if you are doing the engagement meeting, the planning part
 * 3) create tasks for the next few value drivers as well as for quality, obstacles
 * 4) put each type of task on a different color sticky note
 * 5) note: most will be new artifacts

For the instructor: make sure you have four colors of sticky or note card available, and take one of each and put the type of task on it (e.g. write "New Artifact" on one yellow card) for reference.

Feedback
tough to categorize tasks that fit in multiple types of work suggest break into tasks first, and then categorize into types of work should we make it explicit to use different colors tasks come from prioritized Value Drivers, so we should make sure you capture all tasks to completely deliver the Value mapping of priority to time is not always strict (ex. lower value calendar items might happen earlier in your Cycle because of when they've been scheduled) be mindful that there are different ways to group, make visible, tasks and Value Drivers

SUGGESTION: Have a set of questions for the comic book exercise to initiate the exercise with Reflection

OpenAgile Community
Certification as a business vs. Certification as capacity building Dimensions of the OpenAgile program include Accreditation, Certification, and Licensing In order to focus on capacity building, the OA program avoids setting up barriers to entry

Capacity Building

 * 1) no permanent exclusion -
 * 2) no limit on re-tries - you can take the tests/classes as many times as you want in order to get it
 * 3) policy of stable levels - levels don't get more difficult by changing requirements for entry
 * 4) policy of unlimited levels - steps advance based on what we learn about capacity building

Individual
Readiness Team Member - needs document that people are going to read, and a test for them to take; 2-day training; mentorship Process Facilitation Growth Facilitation Accompanier (Coach) or (Mentor) Tutor (Trainer) Catalyst (change from Transformer) Master - multiple levels of mastery, branches into specific industry

Team
Launched - ex. all team members certified at Team Member level Stable - ex. 10 cycles completed, etc. Performing - ex. 20 cycles completed, etc. Sustainable - ex. 30 cycles completed, etc.

We know about these in the absract; we have some general ideas about what this looks like

Community
Launched Stable Performing Sustainable

Discussion
No obligation for anyone in the community to follow anything in the Certification; this is meant to be open source. Anyone can take the materials and use them in whatever way they see fit. However, if you want the acknowledgement of being a part of the process, then you have to go through the Certification.

IDEA: create a system of local chapters

IDEA: see how you can build on the network of local Agile user groups, natural fit