Self-Management with Unity of Knowing & Doing 知行合一的自我管理

Self-Management withUnity of Knowing & Doing 知行合一的自我管理 Glen Wang

Glen Wang is • A manager • An Agile Coach • A thinker and practitioner of the UKD (Unity of Knowing and Doing) philosophy (知行合一)

PurposeofThisPresentation • Advocateself-management • Explainaself-managementframework with a combination of UKD (Unity of Knowing & Doing) and Agile/Scrum values/principles/practices

Table of Contents - 1 0. Mind Map Change to Agile and Unity of Knowing and Doing Part I: Knowing 1. Purpose and Action 2. Personal Product Backlog and Sprint Backlog 3. Identify and Put Down Noise 4. Know Change 5. Manage Change 6. Sum of Part I: Backlog Looks Like

Table of Contents - 2 Part II: Doing 7. Timebox 8. Timebox, Time Piece, and Time Point 9. Sum of Part II: Tomorrow to-Do List Part III: Unity 10. Confidence (Manage Inner Change) 11. Leverage/Scale Self-Management 12. Sum of Part III: Self-Organizing Team Summary: Purpose, Plan, Focus, and Confidence/Change

0. Mind Map Change to Agile and Unity of Knowing and Doing – 1/2 To be continued…

0. Mind Map Change to Agile and Unity of Knowing & Doing – 2/2 Continue…

Table of Contents - 1 0. Mind Map Change to Agile and Unity of Knowing and Doing Part I: Knowing 1. Purpose and Action 2. Personal Product Backlog and Sprint Backlog 3. Identify and Put Down Noise 4. Know Change 5. Manage Change 6. Sum of Part I: Backlog Looks Like

1. Purpose and Action • Discover your personal product vision: Know the purpose of your Life • Use action to implement your purpose • Unity of Purpose and Action is the essence of UKD (Unity of Knowing and Doing) • You have to know your purpose and do your action

2. Personal Product Backlog and Sprint Backlog • Borrow the concept from Scrum but for personal use • Product backlog for long term, e.g., longer than one week • Sprint backlog for short term, e.g., one week • Only one product backlog • Only one sprint backlog • Plan research/preparation work as PBI/SBI (Product Backlog Item/Sprint Backlog Item) • Mark uncertainty level for PBI/SBI • Proper detailed level for PBI/SBI • Use user story INVEST criteria for easy reprioritization

3. Identify and Put Down Noise Noise: Wrong expectations that do not contribute to objectives • Perfectionism • Chaos that has no relationship with you • Anxiety that has no relationship with your objectives • Surprise that’s associated with wrong expectations • Don’t expect that you know everything

4. Know Change Anything not planned is change • Requirement change • Anxiety • Trivial • Risk • Uncertainty • From others • My mind – inner change • Worry • Emergency

5. Manage Change You need your own strategy to manage change • Buffer time and resources for interruptions and changes • Optional (nice to have) tasks as buffers • Backup (backup resource, or Plan B) over critical path • Predict and prepare at a certain level • Risk evaluation of story/task • Flexibility to reprioritize and replan • Make change visible, valuable, and validated • Balance stability and the flexibility of your backlog

6. Sum of Part I: Backlog Looks Like Plan and Manage…

7. Timebox Space Box for Safety: a cave, a tent, a house Timeboxfor Certainty: an hour, a day, a week Focus is not magical. But without focus, time will slip away easily.

8. Timebox, Time Piece, and Time Point Different time type, same for focus • Timebox: With defined start/end time, for defined task • Time Piece: Small piece of time, manage to utilize • Time Point: Deadline, manage it

9. Sum of Part II: Tomorrow To-Do List

10. Confidence (Manage Inner Change) Some Tips… • Confidence is to manage our inner change, build inner strength • Stick to your core values (good reference =Scrum Values: Focus, Commitment, Respect, Courage, Openness) • Angry/worry is good as indicator that something is wrong. Controlling angry/worry is important so that you can correct the situation. • Be calm to face your fate about things you can’t control. • Confidence doesn’t mean, “I’m always right.” Inspect, adapt, and be transparent: Make it easy to recognize that “I’m wrong” or “My plan doesn’t work.” • “Good or Evil” is the only criteria if I’m doing the right thing.

11. Leverage/Scale Self- Management • Manage yourself • Influence others, extending self-management to self- organizing • Change the world

12. Sum of Part III: Self-Organizing Rewards Extending self-management to self-prganizing Self-organizing rewards is the test stone of self-organizing. • Manager sets stage and boundary: Organizational objectives and expected behaviors; culture of openness, trust, transparency • Why? Self-motivation is true motivation: Link organizational objectives to personal objectives, internalize right behaviors • How? Use intelligence of the crowd, distribute power, cultivate collaboration, reward from peers • Try: Team-building activities, rewards, bonuses

Summary: Purpose, Plan, Focus, and Confidence/Change Knowing • Build your personal Product Vision: Know the purpose of your life • Maintain your own Product Backlog for the long term • Maintain your own Sprint Backlog for the short term Doing • Maintain your Tomorrow to-Do List • Focusto-Do with Timebox Unity • Be Confident (manage inner change)and Manage Change

Self-Management with Unity of Knowing & Doing 知行合一的自我管理