Diese Präsentation wurde erfolgreich gemeldet.
Die SlideShare-Präsentation wird heruntergeladen. ×

“Zero day exploit: the old management mafia p0wned your product!”

“Zero day exploit: the old management mafia p0wned your product!”

Herunterladen, um offline zu lesen

This is my talk about agile governance from Tampere Goes Agile 2012. This is also my first public presentation on the topic and the slides will be improved in the future.

Governance issues happen in all but the most trivial agile transitions. For example, an organization that is starting to use Scrum introduces the Product Owner role and a twice-weekly sync meeting for all POs. The established Project Management Office however continues to run the monthly project pipeline meeting where projects are given permission to start or close down. So there are now two different groups that are formally responsible for making resource investment decisions. (This particular situation is reflected in the title of my talk.)

Agile governance is a broad topic. Mainly, it's a sensemaking method that brings out the actual governance structures in the organization, which may differ from the planned or desired governance structures. Through this we can study how governance is set up in agile organizations, and also what happens in organizations that are going through a transition. Eventually, we may arrive at some governance guidelines or perhaps even a ready-to-roll governance model for agile organizations.

The topic is important and we hope that it will eventually be addressed in all sensible agile transition methods and frameworks. :-)

This is my talk about agile governance from Tampere Goes Agile 2012. This is also my first public presentation on the topic and the slides will be improved in the future.

Governance issues happen in all but the most trivial agile transitions. For example, an organization that is starting to use Scrum introduces the Product Owner role and a twice-weekly sync meeting for all POs. The established Project Management Office however continues to run the monthly project pipeline meeting where projects are given permission to start or close down. So there are now two different groups that are formally responsible for making resource investment decisions. (This particular situation is reflected in the title of my talk.)

Agile governance is a broad topic. Mainly, it's a sensemaking method that brings out the actual governance structures in the organization, which may differ from the planned or desired governance structures. Through this we can study how governance is set up in agile organizations, and also what happens in organizations that are going through a transition. Eventually, we may arrive at some governance guidelines or perhaps even a ready-to-roll governance model for agile organizations.

The topic is important and we hope that it will eventually be addressed in all sensible agile transition methods and frameworks. :-)

Weitere Verwandte Inhalte

Ähnliche Bücher

Kostenlos mit einer 30-tägigen Testversion von Scribd

Alle anzeigen

Ähnliche Hörbücher

Kostenlos mit einer 30-tägigen Testversion von Scribd

Alle anzeigen

“Zero day exploit: the old management mafia p0wned your product!”

  1. 1. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. “Zero day exploit: the old management mafia p0wned your product!” Governance in Product Management — An Agile Overview onsdag 17 oktober 12
  2. 2. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. Once upon a time... onsdag 17 oktober 12
  3. 3. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. Governance is... WHAT decisions are seen as important in the organization WHO is allowed to make or influence those decisions HOW those decisions are made and accountability is tracked (Summarized and paraphrased from materials by Institute On Governance, iog.ca) onsdag 17 oktober 12
  4. 4. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. What kind of decisions? Who belongs to the team? What should I do today? What infrastructure for the product? Which project is most important? Is this feature ready for release? What tools should we use? How many story points to assign? What technologies should we use? How much can we invest in product R&D? Build or buy? Which proposed feature is most valuable? What is the corporate strategy? onsdag 17 oktober 12
  5. 5. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. Agile and governance •Doesn’t remove the need to make decisions •Doesn’t remove the need for governance •But may (will!) change structures and style of governance •WHO from Line manager to Team •WHEN from monthly to daily •HOW from management decision to group agreement; from reports to transparent metrics •etc... onsdag 17 oktober 12
  6. 6. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. Complexity harvard business review • november 2007 hand antic exerc how and switc strate far m Ga We c plane clien “land to ad the i were situa or se so fo found ideas Playi agers to re mined based on the facts. Complex and chaotic contexts are unordered—there is no immediately apparent relationship between cause and effect, and the way forward is determined based on emerg- ing patterns. The ordered world is the and cacophony rules. The way out of this realm is to break down the situation into constituent parts and assign each to one of the other four realms. Leaders can then make decisions and intervene in contextually appropriate ways. D. J. Snowden and M. E. Boone. A leader’s framework for decision making. Harvard Business Review, November 2007. onsdag 17 oktober 12
  7. 7. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Source: Agile Finland coaching circle, MvW, 2012 onsdag 17 oktober 12
  8. 8. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009. Sources: Agile Finland coaching circle, MvW, 2012 & “BCS”, Graham Oakes, 2012 onsdag 17 oktober 12
  9. 9. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. “What is the timeframe?” What is the timeframe? Developer Group Project Manager Group Development Manager Group Domain Business Exec IT Exec Product Owner Project Manager Policy Unit Team Individual Scrum Master Enterprise Architect Func. Manager Simple Complicated Complicated 17,8 % −2,2 % −12,2 % 4,4 % −10,6 % 4,4 % −10,6 % 19,4 % −0,6 % −6,3 % −1,3 % 3,8 % 0,0 % 0,0 % 0,0 % −9,7 % 0,3 % 10,3 % 0,6 % −4,4 % −4,4 % 3,8 % −1,3 % −1,3 % 0,0 % 0,0 % 0,0 % 0,0 % 0,0 % 0,0 % Source: “BCS”, Graham Oakes, 2012 N = 43 onsdag 17 oktober 12
  10. 10. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. “What are the requirements?” What are the requirements? Developer Group Project Manager Group Development Manager Group Domain Business Exec IT Exec Product Owner Project Manager Policy Unit Team Individual Scrum Master Enterprise Architect Func. Manager Complex Complicated Complicated 3,0 % −7,0 % −2,0 % −2,0 % −3,0 % 17,0 % 20,0 % −5,0 % −2,0 % −2,0 % −11,0 % 4,0 % −6,0 % −6,0 % 0,0 % 0,0 % 0,0 % 0,0 % 0,0 % 0,0 % Source: “BCS”, Graham Oakes, 2012 N = 43 onsdag 17 oktober 12
  11. 11. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. “Who makes estimates?” Who makes estimates? Developer Group Project Manager Group Development Manager Group Domain Business Exec IT Exec Product Owner Project Manager Policy Unit Team Individual Line/Dev Manager Scrum Master Enterprise Architects Chaos Chaos Complicated −1,7 % −1,7 % −1,7 % −11,9 % 15,8 % −11,9 % −10,7 % 5,9 % −4,5 % −2,1 % −5,4 % 2,9 % 0,0 % −6,7 % −6,7 % 9,7 % 1,9 % 25,5 % 18,3 % −8,3 % −8,3 % 0,0 % 0,0 % 0,0 % 0,0 % 0,0 % 0,0 % −1,6 % −1,6 % 4,7 % Source: “BCS”, Graham Oakes, 2012 N = 43 onsdag 17 oktober 12
  12. 12. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. “When is a story ready for implementation?” When is a story ready for implementation? Developer Group Project Manager Group Development Manager Group Domain Business Exec IT Exec Product Owner Project Manager Policy Unit Team Individual Scrum Master Enterprise Architect Func. Manager Simple Simple Complicated −2,5 % −2,5 % 2,5 % −2,5 % −2,5 % −2,5 % −12,5 % −7,5 % 17,5 % −25,0 % 30,0 % −10,0 % −2,5 % −2,5 % −2,5 % 16,3 % −3,8 % 1,3 % 6,3 % −3,8 % 1,3 % 18,8 % −6,3 % −6,3 % 3,8 % −1,3 % −1,3 % 0,0 % 0,0 % 0,0 % Source: “Agile North”, Graham Oakes, 2012 onsdag 17 oktober 12
  13. 13. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. What can we learn? Different groups have different opinions on governance Many weak opinions: confusion and opportunism Many strong opinions: internal politics onsdag 17 oktober 12
  14. 14. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. What can we learn? Missing governance structure means inventing a new structure for each decision You may ignore governance, but governance won’t ignore you onsdag 17 oktober 12
  15. 15. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011. What can we do? Carry out the workshops Enforce roles around product management Write a team charter onsdag 17 oktober 12

×