Intersection18: Scaling Agility by Descaling Organizational Complexity - Robert Briese
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Presented at Intersection18 Conference - intersectionconf.com Robert Briese Agile and Lean Product Development Coach, Consultant and Trainer, Lean Sherpas GmbH Scrum, Extreme Programming and other agile frameworks have been introduced more than 20 years ago to improve the way software is developed, to get better business results and at the same time improve the life of development teams. Nowadays it’s more and more clear to managers in all business areas, not only IT, why such frameworks based on empirical process control are much more successful in complex systems like business environments than old ways of project management. Unfortunately, the mentioned frameworks are designed for teams up to 9 people and courses like the Scrum Master certifications are focused on how to introduce the agile way of working in a team not in an organisation. In this talk I will make the case that to achieve true agility an organization needs to descale the complexity of processes and roles. We will discuss the organizational design implications that Scrum (as an agile framework) creates both regarding structure and policies. We will discuss what it takes for an organization to adhere to the foundational principles that support Agile software development as conceived in the Agile Manifesto. Furthermore I will provide learnings from adopting Scrum in large organizations with hunderds of developers.
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Intersection18: Scaling Agility by Descaling Organizational Complexity - Robert Briese
- 1. SCALING AGILITY BY DESCALING ORGANIZATIONAL COMPLEXITY 06 September 2018 Robert Briese
- 2. w w w . l e a n s h e r p a s . c o m ROBERT BRIESE Agile & Lean Startup Consultant – Certified Scrum Master – Certified Product Owner – Certified Scrum Professional – Certified LeSS Practitioner Software Development Experience – 18+ years Enterprise Software Development Large Scale Agile Experience – Helped companies like SAP, adidas, BMW improve agile mindset & practices 2
- 3. w w w . l e a n s h e r p a s . c o m LEAN SHERPAS GMBH About Us – Founded in Berlin in 2013 – We provide training, consultation and long term coaching in Lean & Agile Development Methods Our Goals – Our customers confirm measurable results like higher customer satisfaction, faster time-to-market and adaptability, accelerated ROI (return of investment), more engaged and motivated employees Our Clients & Activities – SAP SE, BMW AG, adidas AG, Lufthansa Systems, Ergo Digital, Innogy SE – We talk at meetups & conferences, organize Coach Camps and continuously improve and exchange our knowledge through daily collaboration 3
- 4. SCALING AGILITY BY DESCALING ORGANIZATIONAL COMPLEXITY
- 5. w w w . l e a n s h e r p a s . c o m “Agile is not a practice. It is a quality of the organization and its people to be adaptive, responsive, continually learning and evolving… with the goal of competitive business success and rapid delivery of economically valuable products and knowledge.” - Craig Larman & Bas Vodde 5
- 6. w w w . l e a n s h e r p a s . c o m WHY BECOME AN AGILE ORGANIZATION? 6
- 7. w w w . l e a n s h e r p a s . c o m ONE TEAM PRODUCT DEVELOPMENT 7Photo by rawpixel on Unsplash
- 8. w w w . l e a n s h e r p a s . c o m WATER-SCRUM-FALL 8 “Root Causes of Failed Product Efforts“ from INSPIRED, 2nd Edition by Marty Cagan
- 9. w w w . l e a n s h e r p a s . c o m SCALED-INDUCED IMPEDIMENTS – Feature Teams (or worse Component Teams) working on “separate products“ – Portfolio Management for prioritization – Project/Program Management for synchronization – Harmful HR practices and policies – Role distinctions & overspecialization – Geographical distribution – No continuous integration with other parts of the product 9
- 10. w w w . l e a n s h e r p a s . c o m MORE WITH LESS (PART 1) We don’t want more roles, as that leads to less responsibility of teams We don’t want more artifacts, as that leads to a greater distance between teams and customers We don’t want more processes, as that leads to less learning & team ownership of process 10
- 11. w w w . l e a n s h e r p a s . c o m MORE WITH LESS (PART 2) We want more responsible teams by having less roles We want more customer-focused teams by having less artifacts We want more team ownership of processes and more meaningful work by less defined processes 11
- 12. w w w . l e a n s h e r p a s . c o m MORE WITH LESS (PART 3) 12
- 13. w w w . l e a n s h e r p a s . c o m AGILITY-REDUCING ORG. DESIGN PATTERNS – Portfolio / Program / Project Management – Separate teams of analysts, architects, UX, or QA/test groups – Separate operations group – Head of QA, UX, Architecture, etc. – Chief Product Owner and Team Product Owners – Scrum Masters who coordinate between teams – Team members without domain knowledge or customer interaction 13
- 14. w w w . l e a n s h e r p a s . c o m TRY THIS INSTEAD – Cross-functional, self-managing teams with shared responsibility – One Product Owner and one Product Backlog for customer-facing product – Team responsibility for managing its own relationships with external teams and people – Eliminate specialized roles and processes – Let teams resolve dependencies rather than tracking and have someone coordinate for dependencies 14
- 15. w w w . l e a n s h e r p a s . c o m OTHER NON-ORGANIZATIONAL SUGGESTIONS – One Sprint and one integrated Potentially Shippable Product Increment – Managers as Teachers – Use agile engineering practices that support agility 15
- 16. w w w . l e a n s h e r p a s . c o m SAP STORE ON HYBRIS 16
- 17. w w w . l e a n s h e r p a s . c o m WORKING MODEL 17
- 18. w w w . l e a n s h e r p a s . c o m BMW AUTONOMOUS DRIVE PLATFORM 18
- 19. w w w . l e a n s h e r p a s . c o m WORKING MODEL 19
- 20. ww w. l e a n s h e r p a s . c o m THANK YOU
Hinweis der Redaktion
- One important mission of our company is to help other companies to be agile rather do agile. What this means is, that we don‘t want to just introduce agile practices like retrospectives or continuous integration but we want to introduce the mindset of being adaptive and continuous learning and understand how to continuously challenging that and optimize for that.
- So why become an agile organization? Agile does not mean delivering faster, fewer defects or higher quality. Agile does not mean higher productivity. Agile means agile - the ability to move with quick easy grace, to be nimble and adaptable. By becoming a learning organization we can adapt our direction with minimal costs and produce what the customer wants. This agility is supported by both lean and agile practices. So why do we need agile organizations"? In todays time only organizations that are able quickly to adapt at low costs on the customers requirements are trully successful. -social media tools video example- So again that means that organizations need to continuous learn and adapt the employees skills related to what is need to deliver valuable products and services. In October 2013 Snapchat updates its app to include the option to create Snapchat Stories, a type of sharing that allows users to build chains of shared content that can be viewed an unlimited number of times over a 24-hour period. In August 2016 Instagram launches Instagram Stories. The product works like Snapchat Stories: users can post 24-hour ephemeral photo and video slideshows that disappear. In March 2017 Facebook launches the Facebook Stories.
- if your organization is a startup you can use XP or scrum to help you to aplly agile principles and values and with agile practice you can become agile. What Scrum does extremely well through the empirical process control is surfacing organisational and personal dysfunctions. We identify very fast if we have i.e. a quality problems and we realize also that by having one specialist for fixing all the problems while all others continue to work as they do is not going to fix the quality problems.
- “Organizational agility can not be achieved by a development team in isolation - it is a system challenge for organisational design.” Bas Vodde & Craig Larman If an engineering team has the technical capacity to adapt or change quickly, but requirements management, legal practices, product management, HR policies, site strategies, and deployment processes all emphasize rigidity, conformance to original plans, conformance to the status quo, and slow practices, then how can there be real agility?
- Source: http://seattlescrum.com/scaling-is-the-answer-to-the-wrong-question/
- Teams are also cross-functional, co-located and long-lived and have a shared goal „Managers as teachers“ is a principle promoted in Lean Thinking. Managers should see the whole and build the capability of the organization to build great products. Help Teams removing obstacles and making improvements. Should teach how to improve and solve problems. Should Go See.
- Teams are also cross-functional, co-located and long-lived and have a shared goal „Managers as teachers“ is a principle promoted in Lean Thinking. Managers should see the whole and build the capability of the organization to build great products. Help Teams removing obstacles and making improvements. Should teach how to improve and solve problems. Should Go See.
- the SAP Store, is a platform that was set to revolutionizes the way SAP is selling their software and marked a milestone towards SAP move into the digital area.