AAC2018_Organisational panta rhei with Elisabeth Richter
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With Heraclitus’ help we carve a continuously improving and learning organization using the force of change and flow.
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AAC2018_Organisational panta rhei with Elisabeth Richter
- 1. Organisational Panta Rhei No one ever steps in the same organisation twice
- 2. In the next 60 minutes My goal Lay out the big picture of our organizational improvement flow Share insights and strenghts and weaknesses we experienced You are invited to create your own river of change
- 3. Background information Part of Technical University Graz About 100 people Currently 7 Feature Teams Several small component groups Using Large Scale Scrum (LeSS) as guiding framework
- 4. The Flow?
- 5. Why to establish an organizational improvement flow? Organizations are ever changing systems People are changing every day Align flow of change with organizational goals
- 8. Overall Retrospective Inspect & adapt on organizational level Everyone invited Facilitated (Large Groups) Identify Issues & Suggest Improvement Hypotheses and Goals discuss cross-team, organizational and systemic problems within the organization
- 9. Meet regularly to share experience, define standards, decide on actions, .. Roles: Leader, Sponsor, Member, .. Community of Practice A group of people who share a craft, a profession, a concern, a set of problems, or a passion Voluntary
- 10. Experiments are integrated into Sprint Events and Activities Backlog items pass through sprint cycle
- 11. 5 4 3 2 1 00:00
- 13. Ownership and Responsibility Based on Hypothesis SMART Goals Experiment
- 14. Backlog Item Business Value and Priority Treated like any other PBI
- 16. Important roles Manager Scrum Master Product Owner
- 17. 5 4 3 2 1 00:00
- 18. Next steps
- 20. Issue Idea Community of Practice Overall Retrospective Experiment Tasks, Goals,.. Community of Agile Improvement Workshops
- 21. The Future Team Retrospectives Break down bigger organizational goals into team goals
- 22. 5 4 3 2 1 00:00
- 23. Your conclusion?
- 24. Recommendations Today 16:15 - Communities of Practice - the not-so-hidden force behind your company's Agility (Almudena Rodriguez Pardo & Norma Acevedo) Tomorrow 15:00 - Multiple Selves?! Growing leaders applied. (Cosima Laube) Tomorrow - LeSS Track Ask me https://www.linkedin.com/in/elisabeth-richter-aaa26773/
- 25. References and Attributions Quotes from https://quotefancy.com
Hinweis der Redaktion
- We are on a high level view, for details I‘m available for individual questions throughout the rest of the conference + plus recommendations at the end of the talk It is a first time talk I‘m doing ‚a retrospective‘ with you Believe in active involvement for better takeaways (opt out if you want) Add anytime, with post-its Between every section a few min discussion what to change in your river Summarize at the end Get the flipchart pictures with conference pictures
- Software development departement is part of Component groups yet to include
- The quote that inspired this talk
- Ever changing - in other words - change is the only constant LeSS Optimization Goals High Customer Business Value Flexibility?
- If things change then they don‘t abide, so they flow. The questions is, how much change is free flowing and what part more transparent and controlled The picture is what we‘ve established so far, let‘s zoom in
- Weg - Issue – Idea – Improvement – new state Elements (What we use now) Overall Retrospective Community Backlog Sprint Backlog Team Planning Issue: Something bugs the organization or the product Product: Technical debt in the layer architecture Organization: Sprint commitment not delivered frequently Idea: Someone takes ownership of that issue and has an improvement idea Finally, new state: Product has new architecture and the organization has learned how to deal with such issues in an effective way Of course the CoP might design an experiment, or call for an overall retrospective, those are the most common improvement flows If we think in terms of rivers and flow, then we can also think of hydro power stations and those elements as gates transforming our change into new energy. Now let‘s have a closer look at the important gates and what happens there
- First What is an Overall Retrospective Invitation: Special interest groups up to the whole organization Why: team level retrospective goals depend on the organization, issues in Product Ownership influence all teams
- Then Why: learning and innovation When what?
- Then there is the whole sprint Goals: eg. Stories are no bigger than 13 Story Points (DoR)-> keep that in mind in all Refinement and Planning activities Code Review is done in pairs -> Daily StandUp, all development activities Backlog Items: Configure Tool for static Code Analysis Replace Framework A with Framework B Use Development Pattern X
- As always there are certain strenghts and weaknesses to all approaches and we have to balance them out, just as when we play the lyre with the bow. Unbalance dissonances
- Ownership: Multiple Owners vs. One Owner vs. Meeting Owner Hypothesis: may fail, how to I know if failed or succeeded? Goals: SMART
- BV: What is the Value for the organization/product? How does it fit into the overall strategy and plans? How to prioritize against the other PBI? Other PBI: refinement (splitting and cutting, detailing), acceptance criteria
- What can people, managers and spefically Scrum Roles do, to block or facilitate the flow of improvements through the organization? In Heraclitus words: We determine our fate by our attitude: e.g. if I block improvements, I‘ll end up in an organization that is stuck in
- So what can I do day by day to form my character and hence company culture into one that embraces improvement? Roles Scrum Master facilitate ZDF Vorbildfunktion Block Step out of the neutral position as facilitator Preaching over understanding Product Owner Prioritize low or high Management Community Sponsoring Have improvement goals as part of strategy Assign budget for improvements Leadership – Build Trust Vorbildfunktion Block Assign Responsiblity to meetings or people not in the room No Trust (to Get Help, safe to fail
- What we currently plan to add and what might follow in future, the bigger results we want the bolder our experiments must be
- Improvement workshops: further details goals or refine backlog items defined in overall retrospective Community of Agile Educate and discuss specific agile principles and practices (e.g. estimation and techniques) hence impact on all of the elements (e.g. with Agile Lunches)
- Align Team retrospectives with organizational retrospectives (add to flow)
- Now I‘ve told many things, I‘d like to ask you to wrap up your understanding -> One sentence from each river