From Scrum to Agile Management
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Everybody working with Scrum, Kanban, etc. knows the challenge: How to convince management that Scrum is not just for development teams and its respective departments. Thus this presentation addresses managers, entrepreneurs as well as those (Scum Masters, Product Owners, etc.) who want or have to convince their management. From my point of view as an entrepreneur and former international C-Level manager with a business administration background, I will share with you in management-speak why and how you should convince your middle and top managers to transform to an Agile Organisation and how to go about this.
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From Scrum to Agile Management
- 1. From Scrum to Agile Management Regional Scrum Gathering Rio de Janeiro 5 September, 2014
- 2. Fredi Schmidli • Business Angel and Board member: www.startangels.ch • Entrepreneur • Community Builder: meetup.com/Lean-‐ startup-‐Zurich/ -‐ Agile Breakfasts 05.09.2014 fredi@pragmaCc-‐soluCons.ch 3
- 3. Find this presentaCon on slideshare Hier kommen Link & QR-‐Code zur Präsi auf Slideshare hPp://www.slideshare.net/pragmaCcsoluCons/from-‐scrum-‐to-‐agile-‐management 05.09.2014 fredi@pragmaCc-‐soluCons.ch 4
- 4. Your Payback ExpectaCons? Agile Mgt 05.09.2014 fredi@pragmaCc-‐soluCons.ch 5
- 5. Why ? Agile 05.09.2014 fredi@pragmaCc-‐soluCons.ch 6
- 6. Goal Agile Mgt More Business Value in shorter 0me NOT Welfare oasis, Socialism or Manager bashing Disclaimer: ... 05.09.2014 fredi@pragmaCc-‐soluCons.ch 7
- 7. What is the core of Agility? Team Cross-‐funcConal, selforganised, empowered Team Value-‐driven IteraCve Process with Feedback Product increment 09/51.079/.1240 14 fredi@pragmaCc-‐soluCons.ch 8
- 8. What are Managers doing? Management 3.0 05.09.2014 fredi@pragmaCc-‐soluCons.ch 9
- 9. They are defining Playingfield Vision, Strategy & higher ranking Goals fredi@pragmaCc-‐soluCons.ch 10 Team Idea of man, Business Model & Management Model 09/51.079/.1240 14
- 10. Most important InnovaCon of 20 Cent.? is Management! hPp://lugenfamilyoffice.com/what-‐if-‐we-‐knew-‐the-‐difference-‐between-‐leadership-‐and-‐management/ 05.09.2014 fredi@pragmaCc-‐soluCons.ch 11
- 11. From farmers ... Poorly educated & „undisciplined“ 05.09.2014 fredi@pragmaCc-‐soluCons.ch 12
- 12. ... to Industry Workers Ford assembly line, 1913 disciplined & trained 05.09.2014 fredi@pragmaCc-‐soluCons.ch 13
- 13. Command & Control Mgt. Model Frederik Winslow Taylor, 1856 – 1915 1st Management Consultant The Managers split the Work in single Steps and ... ... optimise every step. The Manager is thinking, the workers are executing ... ... thereby closely checked ... ... and paid for their performance. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 14
- 14. Times have changed, but ... 05.09.2014 fredi@pragmaCc-‐soluCons.ch 15
- 15. ... Management Model stays, and ... „The way we manage hardly changed since 1920: It‘s sCll Command and Control“ Gary Hamel hPp://www.managementexchange.com/video/gary-‐ hamel-‐reinvenCng-‐technology-‐human-‐ accomplishment#sthash.XRcWnxD9.dpuf 05.09.2014 fredi@pragmaCc-‐soluCons.ch 16
- 16. ... drasCc Side Effects • UncooperaCve behaviour and short-‐term acCon, due to ... ? • Department-‐Kingdoms, due to ... ? • Too many emails/meeCngs ... ? • No change of ardude in spite of ... • DemoCvated employees as a consequence of all this. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 17
- 17. It‘s time to change this Management Model! 05.09.2014 fredi@pragmaCc-‐soluCons.ch 18
- 18. Prerequisite 1 Accept Waiting Line Theory, Complexity & Uncertainty 05.09.2014 fredi@pragmaCc-‐soluCons.ch 19
- 20. ? Forecasts are failing and UncertainCes are increasing ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? ? 21
- 21. Prerequisite 2 Put People in the Centre 05.09.2014 fredi@pragmaCc-‐soluCons.ch 22
- 22. Self-‐organise, cross-‐funcConal and empowered Teams can best cope with Complexity and Uncertainty 05.09.2014 fredi@pragmaCc-‐soluCons.ch 23
- 23. What is your Concept of the Human being? People dislike AEtude work, find it boring and will avoid if they can. People must be forced or bribed to make the right effort. People would be rather directed than accept responsibility, which they avoid. People are mo0vated mainly by money Direc0on Responsibility Mo0va0on and fear about their job security. Most people have li<le crea0vity Crea0vity – except when it comes to gerng round rules. People need to work it. Under right condiCons, they can enjoy it. People will direct themselves that they accept. People will seek and accept responsibility, the right condiCons. Under the right condi0ons, people are mo0-‐ vated by the desire to realize their own potenCal. Crea0vity and ingenuity are widely distributed and grossly underused. Based on Douglas McGregors „ The Human Side of Enterprise“, 1960 and want to take interest in towards a target under 05.09.2014 fredi@pragmaCc-‐soluCons.ch 24
- 24. hPp://www.youtube.com/watch?v=uwA97yWz9Uc This only works, if Employees are well & fairly paid 05.09.2014 fredi@pragmaCc-‐soluCons.ch 25
- 25. From Command & Control-to „Agile Management Model“ 05.09.2014 fredi@pragmaCc-‐soluCons.ch 26
- 26. Agile Management „Family“ hPp://pixabay.com/en/family-‐symbols-‐symbol-‐dad-‐mom-‐83673/ 05.09.2014 fredi@pragmaCc-‐soluCons.ch 27
- 27. Design-‐Principles Agile Management, AdapCve Management or Management 3.0 Model Command & Control Management Quelle: The Leader’s Dilemma, Jeremy Hope et al. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 28
- 28. 1. Purpose Bind people to a common cause; not a central plan. Quelle: The Leader’s Dilemma, Jeremy Hope et al. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 29
- 29. Build in Purpose ... Organize the world’s information and make it universally accessible and useful. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 30
- 30. 2. Governance Govern through shared values and sound judgement; not detailed rules and regulaCons Quelle: The Leader’s Dilemma, Jeremy Hope et al. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 31
- 31. Zappos: To provide the best customer service possible. Values: hPp://labyrinthgal.blogspot.ch/2010/06/delivering-‐happiness-‐book-‐report.html Movement: hPp://www.deliveringhappiness.com 05.09.2014 fredi@pragmaCc-‐soluCons.ch 32
- 32. 3. Transparency Make informaCon open and transparent; don't restrict and control it Quelle: The Leader’s Dilemma, Jeremy Hope et al. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 33
- 33. Travel Expenses at Roche • „I am responsible for € 60m, but need approval to buy a tea“ • No pre-‐approval of travel expenses, but publicaCon on the intranet. • 94% of parCcipants agreed with level of transparency • Travel expenses decreased substanCally Quelle: The Leader’s Dilemma, Jeremy Hope et al., S. 96 05.09.2014 fredi@pragmaCc-‐soluCons.ch 34
- 34. 4. OrganisaCon Organize around a seamless network of accountable teams; Not centralised funcCons. Quelle: The Leader’s Dilemma, Jeremy Hope et al. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 35
- 36. 5. Trust Trust teams to regulate their performance; don't micro-‐manage them. Quelle: The Leader’s Dilemma, Jeremy Hope et al. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 37
- 37. Management 3.0 Training Material, Jurgen Appelo develop trust DelegaCon Board 05.09.2014 fredi@pragmaCc-‐soluCons.ch 38
- 38. 6. Accountability Base accountability on holisCc criteria and peer reviews; not on hierarchical relaConships. Quelle: The Leader’s Dilemma, Jeremy Hope et al. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 39
- 39. What is the core of Agility? Team Cross-‐funcConal, selforganised, empowered Team Value-‐driven IteraCve Process with Feedback Product increment 09/51.079/.1240 14 fredi@pragmaCc-‐soluCons.ch 40
- 40. 7. Goals Encourage teams to set ambiCous goals; don't turn goals into fixed contracts. Quelle: The Leader’s Dilemma, Jeremy Hope et al. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 41
- 42. 8. Rewards Base team rewards on relaCve performance; not on fixed targets for individuals. Quelle: The Leader’s Dilemma, Jeremy Hope et al. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 43
- 43. Results should not be pushed with financial rewards But… small rewards for behavior can be OK 05.09.2014 fredi@pragmaCc-‐soluCons.ch 44
- 44. 12. Controls Base controls on fast, frequent feedback; not budget variances.. Quelle: The Leader’s Dilemma, Jeremy Hope et al. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 45
- 45. Example: Client SaCsfacCon hPp://www.swissitbridge.ch/erfolge/kundenzufriedenheit/?lang=en 05.09.2014 fredi@pragmaCc-‐soluCons.ch 46
- 46. gives Purpose Agile Management Model Creates long-term value Team objectives and rewards Positive conception of the human being flat network of human relationships Self-organising and -adapting 05.09.2014 fredi@pragmaCc-‐soluCons.ch 47
- 47. Conclusions • Change requires replacement of C&C Mgt. Model • With purpose we go the extra mile • Agile Management is a compeCCve advantage, which is difficult to copy • DelegaCon Board: Delegate without loosing control • Success of Handelsbanken, Whole Foods, salesforce and many more speak for themselves. 05.09.2014 fredi@pragmaCc-‐soluCons.ch 48
- 48. slideshare.net/pragmaticsolutions/ from-‐scrum-‐to-‐agile-‐management fredi@pragmatic-‐solutions.ch facebook.com/PragmaticSolutionsGmbh plus.google.com/b/100642162720912501942 05.09.2014 fredi@pragmaCc-‐soluCons.ch 49
Hinweis der Redaktion
- Bom dia Scrum Gathering Rio, my name is Fredi Who works in Scrum team on a daily basis? Functional area: IT, Marketing, Finance? I liked what Luiz Parzianello said .. What is missing? Mgt. resp. Mgrs. Because functions outside IT aren’t working with Scrum or agile, success of Scrum in IT is limited or reaching glass ceiling. How you can break through this I present you in “From Scrum to Agile Management”; Presented to Management Teams;
- Fredi: Economics, BA Cambridge, Massachusetts; Entrepreneur/Investor. SAN, 2-4 Deals USD 1-3 mio; SIB, Scrum 2007, PS investment, Mgt. 3.0 Interdisciplinary Team: Fredi: Agile Management; Mischa: Agile Praktiken Scrum, Kanban
- You find this ...
- Flippchart or auf post-ist schreiben
- Because its healthy? Where picture taken? In Florida I am a teenager
- Or even Communism. It is not an Ideology. Disclaimer: However, we tell managers, that the application of Agile Mgt, has side effects and risks. Therefore if in doubt please ask your pharmacist or doctor or go to the Coaches Clinic.
- Cross-fct. vs. Interdisciplinary?
- Jetzt wo wir wissen, wieso Agile stellt sich Frage: Welche …
- The frame/playingfield: e.g Business Model? E.g. Online distribution or own shop? Mgt. Model: Set or rules by Mgt. of to work together
- Scrum is micro-management by team. Management is distributed across environment. We are all involved. E.g. problem with Head HR of customer
- 1890: 90% worked in agriculture: Today 4.3% in CH.
- The customers can have every color, as long as it is black. First on moving assembly lines mass produced automobile, 1908 – 1927, 15 Mio automobiles produced; Reducing assembly time in 1913 from 12:08h to 1:33h, 8 times faster
- Wir managen Organisationen wie Maschinen, optimieren sie und nehmen dabei ein, dass es sich um lineare Beziehungen und Effekte handelt.
- Before slow linear change. Today exponential change.
- Henry Ford: The customers can have every color, as long as it is black It‘s not enough to sell average products & services Your customers will eventually buy elsewhere, because they have all information through the internet
- See his video
- ... Short-term and to agressive individual goals & boni / ... wg. Abteilungsbudgets und Zielen /...explodieren, um Gräben zw. Abteilungen zu überwinden/ ... Inflation von Weisungen, Gesetzen, Risk & Compliance Management, Audit (FINMA Chef)/ Only 20% with passion at work The 2009 Shift Index, S. 70ff, von Deloitte Center for the Edge sind nur 20% der Mitarbeitenden mit Leidenschaft bei der Arbeit
- Managers have to accept this. Otherwise they go on with the C&C. Das bedeutet, dass wir akzeptieren, dass eine fabelhafte Planung mit exzellenter Ausführung nicht mehr früher automatisch zum Erfolg führt.
- Verweildauer von CEOs in der Schweiz ist kleiner als in den USA
- Do you have difficulties reading this. Well that is exactly what is happening ….
- Bessere Folie: Wenn komplex, dann Kap.steuerung via Kanban, small batch, flow, etc. in komplexen Systemen sind alle Elemente mit einander verbunden und beeinflussen sich gegenseitig Das Verhalten des Gesamt-Systems ist aufgrund der vielen Einflüsse komplex, d.h. nicht vorhersagbar
- Und werden ersetzt durch „Gefühle“??
- Statt Ziel Organisation wie Maschine zu optimieren
- Bsp. Wir kennen das von Taskforces
- You have to decide which mental model you want to follow Direction: Lenkung mental model Dan Pink: Purpose, Autonomy, Mastery
- Zus.fassung für Wissensarbeiter
- Unternehmen müssen System verbessern, nicht Menschen (die sollen sich selber verbessern wollen) ... Die verschiedenen Versuche neue Menschen zu schaffen, kosteten Millionen von Menschenleben. Bereichspersonalleiter: 3% der MA benehmen sich nicht so wie sie sollten.
- Same DNA; Focus Leader‘s Dilemma: How to delegate, without loosing control. Lean Startup on slideshare.
- Only then they go extra mile
- Liip: Agile Web Software Development company, mainly working for big companies. Reference: Migipedia
- Google: No need for explanation Valve: Video Game Creator Zappos: Biggest Online Fashion Retailer like Zalando
- Chef der FINMA, Juli 2014: Keine negative Schlagzeile; vermeintlich verlässlich (evtl. später?)
- Define values & principles wich guide your behaviour Some figures about Zappo‘s Founded 1999 as ShoeSite.com, because the CEO couldn‘t get his hands on brown Airwalks, Revenue: 2000: $1.6 Mio, 2001: 8.6 Mio Long Term Goals 2001: set long-term goals for 2010: achieve $1 billion in sales and receive inclusion on Fortune’s Top 100 Companies to Work For Gross Sales: 2003: $70 Mio, 2004: 184 Mio, 2007: $840 Mio, 2009 > 1 Billion 2009: Sold to Amazon for 1.2 Billion 2010: No. 23 on Fortune’s Top 100 Companies to Work For
- Roche Spesen: Bild mit Kanban Board? Delegation Board,
- Ziele und Budgets
- Bsp.: Salesforce or W.L. Gore & Associates: u.a. Goretex; Das Gesetz der 150; nur freiwillige Kooperation.
- Vgl. vorher: Dan Pink und Autonomie durch Ermächtigung.
- z.B. Anzahl erledigte Anrufe vs. Anzahl zufriedene Anrufer, die deshalb nicht mehr anrufen
- z.B. Anzahl erledigte Anrufe vs. Anzahl zufriedene Anrufer, die deshalb nicht mehr anrufen
- e.g. HB: top 3 Scandinavian banks for profit and customer satisfaction
- Tocher CH-Grossbank: Indiv. Ziele abgeschafft; Materiell & immateriell: Ergon
- Konzertbesuch, Handelsbanken
- Canvas zeigen, Indische Firme HCL die das erklärt
- Sprichwort: Tell me, show me, involve me.
- Von lokalen Teams z.B. durch Destination Team bei Southwest Airlines durch Filiale bei HB.
- Ress. Allokation: Budget – ich verlange und verbrauche immer alles. Agile Contracting: changes for free and money for nothing.
- freigeben
- Daily stand-up, retrospective, Kundenzufriedenheit SIB
- Strive for ProSumers -100: All detractors +100: All Promoters Positve Score: Good > +50% Excellent
- AMM: Zus.fassung – Schlecker ging unter
- @Chris: Bitte ab «50 page ...» jedes Feld animieren. Zuerst 50 page dann «1 page ..) dann «Focus on sol. ..» dann» Fo on pr ..», etc.
- Basis/Mindset ist lean, agile. Agiles Manifest How I learnt about it .... All members of the same family: They share the same PDCA-DNA
- Netto 57 Folien
- KPI’s don’t have to be always scientific Informal KPI like Happyness Index or relative (benchmarking) KPI’s are sometimes better Management 3.0: We discuss also some principles for metrics The KPI relates to a stakeholder’s purpose The KPI helps improve an aspect of the system The KPI is part of the work of those who are interested in it
- They look similar to the ones you presented in lessons learned.
- Gary Hamel: the most important differentiator. Everything else can be copied easily. Handelsbanken; DM vs. Schlecker.
- Teams can cope best with complexity and uncertainty
- We complement extrinsic values (profit, sales, etc.; but no budget with MbO perf. contract) with intrinsic values.
- Ein Management Cockpit mit KPI‘s aus verschiedenen Perspektiven soll geschaffen werden
- From Micro to Macro Manager, who defines rel. goals (Handelsbanken) WINS Business to change Mgt.& Mental Model (often unwritten rules, see Peter Scott Morgan)
- Generation Y; fill the cushion for self-esteem
- 1. Work as Agile Team; 2. Get Mgt. Model a. Mental Model rigth; 3. Apply Transformation Framework
- Teams are the best answer to tackle the complex reality of our fast changing world
- Once a month Exploration Day at Attlassian