Das scrum prinzip organisationen aufbauen und gestalten - manage agile 2013

Boris Gloger/ Jürgen Margetich

Agiles Management in der Praxis

Agile Organizationen auauen und
gestalten
Boris Gloger, Manage Agile, Berlin, 2013
All information © bor!sgloger, 2012

Das Scrum-Prinzip


Coﬀee


MacBook

Days between Major Releases

Features Delivered per Team

2000
2006

2001

2002

2003

2004

2005
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008

Lack of visibility


Resource Bottlenecks


Unpredictable release dates


Lack of responsiveness, lack of team alignment on
priorities


Unhappy customers


Gradual productivity decline as the team

grew



When you start here?

100 times more
productive


Now: a Factory
Worker is


The invention of
1890 to 1920:

Media Entrepreneurs http://www.youtube.com/watch?v=YAbpmkqn6JE


MANAGEMENT


changing farmers and
service people to
factory people

WE HAVE made tremendous
progress in our ability to operate
complicated systems, even large
ones; we’ve done this by studying
breakdowns and adjusting
accordingly.

„Without
management the
modern
organization
is not possible.“

Peter Drucker

"the man who invented management" (New York Times).

university degree
and/or a profound
business training


People like you and me:


Knowledge Worker


Hospital


We are not manageable
- we are professionals
who know what to do


We are not managable - we are
professionals who know what to do


Individual vs
Organization


So we need a way to
create an organization
that balances the
knowledge worker with
the needs of an
organization


What does this mean for
management in 2020!?

Passion for Products
Finding the right TALENTS


And then
go out of
their way!


On what level must such an
organization serve its
knowledge worker?

Strategy

a

Means of
Strategy
Stars


Implementing


What type of organization
does this today?


Professional
Service Firms


Self-Organization
needs Leadership


People need
leaderhip
because ...


Leadership
provides:


Status


Meaning!


Orientation!


Rewards


Fairness!


Belonging!


Some large Enterprise
started to change:


f.e. IBM
is not a product
company any more IBM provide services

beyond product- and software development


8 principles


Customer delight

Focus

When Jobs returned to Apple in 1997, one
of the ﬁrst things he did was trim the
product line, focusing employees on four
clear projects. He liked to explain his
strategy while drawing on a whiteboard,
like a professor of management.
-- Fast Company,
http://www.fastcompany.com/magazine/
165/steve-jobs-legacy-tapes


one movie at a time


LIMIT work in progres


Doing as a Way of Thinking


self - organized teams

interpretation ONE

Team is a development team only, that consist of DEVELOPERS!

89

1028_SummitII_AgileDevelopment | B. Lichtenberg ETAS/NE | 22.11.2011 | Internal | © ETAS GmbH 2011. All rights reserved, also regarding any disposal, exploitation, reproduction,
editing, distribution, as well as in the event of applications for industrial property rights.


common starting point using Scrum


Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine
implementierungsmethode verstanden wird.


next level
involve:



Analysis
Design
Implementaton
Testing and
Optimization into
one crossfunctional team


Team is a product development team, that consist of all people that are involved in
the product development:
Under the rugby approach, the product development process emerges from the constant
inter- action of a hand-picked,

multidisciplinary team whos
members work together from start to ﬁnish. Rather than moving in

process is born out of the
team members' interplay. A group of engineers, for example, may
deﬁned, highly structured stages, the

start to design the product (phase three) before all the results of the feasibility tests (phase
two) are in. Or, the team may be forced to reconsider a decision as a result of later
information. The team does not stop then, but engages in iterative experimentation. This
goes on in even the latest phases of the development process.

The self-organizing character of the team
produces a unique dynamic or rhythm
.


1986 The New New
product
development
game,
by Hirotaka
Takeuchi and
Ikujiro Nonaka,
HBR


Integrated team - or at least respect and an understanding of each other


Get involvement of all other departments



Success needs Management
Strategy

Means of

a

Management creates
decision rules

Strategy
Stars


Implementing

Don Reinertsen - Second Generation Lean Product Development 2011
Let’s return the example of the Boeing 777 discussed in Principle E13. The

weight of a new commercial aircraft is
a critical performance variable. Aircraft
designers provide weight guarantees that can cost millions of dollars if

does this
mean that the program manager
should get involved in all weight
decisions? No, he simply must
they are breached. Since weight is a key success factor,

control the economic logic used in
making these decisions.

For example, if every engineer

knows that the program manager is willing to sacriﬁce up to $300 of unit cost to save a pound
of weight, thousands of engineers can make the correct weight decisions.
This provides full economic control without requiring higher levels of management to
participate in each decision. And if we can get control without participation, this saves a
great deal of time for management. Using decision rules brings another more subtle beneﬁt.
When management focuses on communicating and articulating the economic logic behind
decisions, they develop the organization’s capacity to make sound economic decisions.
In contrast, consider what happens when only management knows the logic behind
decisions. Engineers are told, “This seemingly bizarre decision is actually best for the
company due to mysterious and sophisticated reasons that are too esoteric to articulate.”
This develops a culture of magical decision making, where everybody feels they can make
great decisions unencumbered by either analysis or facts.


Client driven iterations


Customer
Focus

Don´t Ask the Customer
Design a solution that the customer needs!


Design
Thinking


Why to do
iterations and
increments?


it is so much
more
productive


Fail FAST


Client 1


Client 2


Deliver value
to client in
each iteration


Be open about issues
and impediments


create context
for continuous
self-improvment
by the teams


The new management
approach: a blend of
professional service
firms with agile
thinking!


boris.gloger@borisgloger.com

Das scrum prinzip organisationen aufbauen und gestalten - manage agile 2013

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