Don’t talk tech - Talk business. Principles for going beyond product development and software development Focus Deliver value to customers in each iteration. Create context for continuous self-improvment by the teams. Communicate, Communicate & Communicate. Create a peer culture. Empower your creatives! Craft a learning environment. Empower your creatives!

1. Continuous innovation and client delight with agile
delivery of products and services
Professional Service Firms
A New Model For Organizations
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MacBook
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MacBook
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Coffee
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5. When you start here?
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7. Management
challenge around
1880 to 1920?
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9. changing farmers and
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service people to
factory people
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10. Now: a Factory
Worker is
100 times more
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productive
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11. That is a Success!
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HOW?

13. 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.
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15. The invention of
1890 to 1920:
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Management
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1950
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18. „Without management the modern
organization is not possible.“
He was saying that management was not a science
or an art. It was a profession, like medicine or law.
It was about getting the very best out of people.
Peter Drucker
"the man who invented management" (New York Times).
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Hospital
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Knowledge Worker
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22. People like you and me:
university degree
and/or a profound
business training
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23. We are not manageable
- we are professionals
who know what to do
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24. All information © bor!sgloger, 2012
We are not managable - we are
professionals who know what to do
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25. Individual person vs.
organization
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26. He was right - complex
products or services
need a lot of people!
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27. So we need a way to
create an organization
that balances the
knowledge worker with
the needs of an
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organization
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30. Passion for Products
Finding the right TALENTS
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31. On what level must such an
organization serve its
knowledge worker?
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32. What type of organization
does this today?
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Hospital
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39. Professional Service Firms
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40. a
Strategy
Means of
Implementing
Strategy
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Stars
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41. We need
new management tools
on all levels:
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43. tools that can help us understand the constant
interactions of numerous elements and
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44. tools that can help us understand the constant
interactions of numerous elements and
the impact of rare but extreme events.
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45. tools that can help us understand the constant
interactions of numerous elements and
the impact of rare but extreme events.
By taking steps to mitigate risks,
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46. tools that can help us understand the constant
interactions of numerous elements and
the impact of rare but extreme events.
By taking steps to mitigate risks,
making measured tradeoffs that
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47. tools that can help us understand the constant
interactions of numerous elements and
the impact of rare but extreme events.
By taking steps to mitigate risks,
making measured tradeoffs that
keep early failures small, and
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48. tools that can help us understand the constant
interactions of numerous elements and
the impact of rare but extreme events.
By taking steps to mitigate risks,
making measured tradeoffs that
keep early failures small, and
gathering diverse thinkers who can deal
creatively with variation,
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49. tools that can help us understand the constant
interactions of numerous elements and
the impact of rare but extreme events.
By taking steps to mitigate risks,
making measured tradeoffs that
keep early failures small, and
gathering diverse thinkers who can deal
creatively with variation,
we can approach decision making in our
complex organizations with more confidence
and increase our chances of success.
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50. Tools that
create an
organization
that is:
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51. Tools that human-centric
create an
organization
that is:
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52. Tools that human-centric
flat
create an
organization
that is:
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53. Tools that human-centric
flat
create an federalistic
organization
that is:
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54. Tools that human-centric
flat
create an federalistic
distributed
organization
that is:
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55. Tools that human-centric
flat
create an federalistic
distributed
innovative
organization
that is:
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56. Tools that human-centric
flat
create an federalistic
distributed
innovative
organization adaptive
that is:
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57. Tools that human-centric
flat
create an federalistic
distributed
innovative
organization adaptive
that is: re-inventing
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58. Tools that human-centric
flat
create an federalistic
distributed
innovative
organization adaptive
that is: re-inventing
fast
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59. Tools that human-centric
flat
create an federalistic
distributed
innovative
organization adaptive
that is: re-inventing
fast
disruptive
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60. How?
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61. You at Agile
Croatia have the
solution:
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62. Theory U Seeing to Performing
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KANBAN OO SCRUM
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64. All information © bor!sgloger, 2012
Visibility plus Rhythm
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Don´t talk tech

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Talk business
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67. 7 principles
for going beyond product development and software development
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68. 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
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69. Customer
Pixar
delight
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70. self - organized teams
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71. Scrum
client driven iterations
PB
Flow
©
2009 Tactical
Level
Sprint # 1 Sprint # 2 Sprint # 3 Sprint # 4
9:00
....... ....... ....... .......
Sprint Planning 1
Sprint Planning 1
Sprint Planning 1
Sprint Planning 1
CU
STO MER
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
M
ANAGER
Product Idea
Estimation Meeting
12:00
Review
Review
Review
Sprint
Sprint
Sprint
Sprint
Sprint Planning 2
Sprint Planning 2
Sprint Planning 2
Sprint Planning 2
VISION
spective
spective
spective
Retro-
Retro-
Retro-
Retro-
PR
ER
Sprint
Sprint
Sprint
Sprint
O N
DU
CT OW
SC
R
R E
UM
MAS
T Version 1.2
18:00
TEAM
Day 1 Release
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Product Backlog
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
Estimation
prioritized
Meeting
Meeting
Meeting
Meeting
Meeting
Meeting
Meeting
Meeting
PB PB PB PB PB PB PB
1
Under 20 100
stand ?
5 2
Strategic
Planning
Poker
M
ANAGER
CU
STO MER USER
CU
STO MER
M
ANAGER USER 13 30
40 8 Play!
3
Level
Releaseplan Releaseplan Update 5
20
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72. Deliver value to client in
each iteration
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73. Be totally open about issues and impediments
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74. create context
for continuous
self-improvment
by the teams
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75. Communicate,
communicate,
communicate!
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(stories, questions, interactions)
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77. a
Strategy
Means of
Implementing
Strategy
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Stars
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78. the agile answer ... stolen from Pixar, Ed
Catmull
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79. create a peer culture
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80. Empower your
creatives!
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81. free up
communication
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82. craft a
learning
environment
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84. post
Get more out of
mortems.
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85. from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
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Thank you!
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