1. Gunther Verheyen, Ullizee-Inc
Scrum. Connector, writer, speaker, humaniser.
Humanizing the workplace
A Scrum Caretaker’s tales for
coaches, leaders and agilists alike
Scrum-Day
Germany
12 June 2018
Stuttgart, GE
2. “The future state of Scrum will no
longer be called ‘Scrum’. What we
now call Scrum will have become the
norm, and organizations have re-
invented themselves around it.”
Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
3. “In der Zukunft wird Scrum nicht mehr
“Scrum” genannt werden. Was wir heute
Scrum nennen, wird dann die Norm sein,
über die sich Organisationen neu erfinden
werden.”
Source: Gunther Verheyen (Uwe Schirmer, Peter Goetz), “Scrum Taschenbuch (Ein Wegweiser für den bewussten Entdecker)”, 2017
4. 4Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
Your iceberg is melting. Your
cheese is being moved. At light
speed.
The balance of society has rapidly
shifted from industrial, often physical,
labor to digital, often virtual, work;
changing the fabric of society and of
our social systems. The industrial
paradigm is rendered useless.
Hence, the value of the Agile
paradigm.
Agility in the face of perplexity
5. 5Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
The old ways don’t work in the Complex Novelty space
Governance
Functions
Business IT
Executives
6. 6Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
A giant leap.
Moving from more Agile
teams to a moreAgile
organization.
Theoverarching challenge (that nomodel will solve)
!
?
9. “All models are wrong, even the ones
that are right. Some are just more
wrong than others.”
Authenticity trumps copycats. Grow your own model. Re.imagine your Scrum.
11. 13Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
An act of
• Simplicity
• Rhythm
• Focus
Hard work is required. Persistence. Belief.
re.vers.ify
re.imagining your Scrum to
re.vers.ify your organisation
12. 16Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
Signposts for your Agile transformation
1. It is not a transformation if it doesn’t change how you
work (but just adds work to what you already do)
2. It is not an Agile transformation if it doesn’t simplify how
you work (the simplest thing that might possibly work?)
3. It is not the most helpful adoption of Scrum if you aren’t
eliminating existing meetings (enrich your Scrum events)
13. 17Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
Premises to an Agile transformation
People are naturally Agile (adaptive).
Process follows people.
Structure follows process.
14. 18Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
The future of Agile is actually in the small
16. 24Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
Every product hub is an adaptive eco-system
17.
18. 26Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
• Self-organization is often
constrained by the organization
• Scrum renders self-organization
more effective
– Accountabilities and rules
– Time-boxes
– Releasable versions of product
• Self-organization works better
against goals
– Organizational mission and
strategies
– Product Vision
– Sprint Goal
Self-
directing
...
...
Self-designing
Self-managing
Manager-led
Areas of self-organization
19. 27Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
The triangle of valuation
Valuation is the foundation for human engagement
Scales of valuation
Innovate
Motivate
Appreciate
Tolerate
20. 28Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
The industrial age
Fostering an environment over controlling individuals
The Complex Novelty Space
• Coordinating (controlling) individuals
and their contributions.
• Maximize capacity and utilization for
specific outcomes (budget and
scope).
• Imposing and checking delivery at
the deadline.
• Prescribing solutions (acting as a
Solution Matter Expert).
• Intervene and overrule to fix all
problems.
• Provide external motivators ($/€,
titles, positions).
• Coach people in team behavior and
self-organization.
• Support Product Owners in iterative-
incremental optimization of value.
• Validate actual implementations
against roadmaps at Sprint Reviews.
• Guide teams in discovering what
works best. Remove impediments.
• Facilitate teams with tools and infra
to deliver Done Increments.
• Assure an environment of autonomy,
mastery, purpose.
21. 29Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
• Teams manage themselves.
• Product Owners manage the product
(vision, investments).
• A Scrum Master manages through
Scrum.
Others might manage company goals,
strategies, objectives, identity, …
Management is a collective activity
22. ‘Management’ is not a collection of
people with hierarchical powers.
It is an emergent, networked activity of co-managers.
Source: Gunther Verheyen, “Scrum Master, A Manager”
23. 34Gunther Verheyen – Ullizee-Inc, 2018 - @Ullizee
About
Gunther Verheyen
Independent Scrum Caretaker
• eXtreme Programming and Scrum since 2003
• Professional Scrum Trainer
• Shepherded Professional Scrum and co-created Agility
Path, EBMgt, the Nexus framework for Scaled
Professional Scrum
• Author of “Scrum – A Pocket Guide” (“Scrum
Wegwijzer”, “Scrum Taschenbuch”)
Mail gunther.verheyen@mac.com
Twitter @Ullizee
Blog http://guntherverheyen.com
Hinweis der Redaktion
“Re-vers-ify (Re-imagining your Scrum to re-emerge your organization)"
Agility is why organizations adopt Scrum. The Agility an organization demonstrates outward is not just a result of their product delivery process, but also a function of its internal structures. Scrum is often twisted to fit old processes and structures, and its potential for deep improvement and creating a future-proof organization is lost.
Gunther helps organizations re-imagine their Scrum to re-emerge their organizational structures, and thus increase their agility.
Gunther consolidated over a decade of experience, ideas, beliefs and observations of Scrum in re.vers.ify. Re.vers.ify is an act of simplicity, rhythm and focus. It is a narrative showing a path, rather than predicting an outcome.
My belief. My dream. My goal.
Because I care for Scrum. I care for people. I care for how Scrum is used by people.
My belief. My dream. My goal.
Because I care for Scrum. I care for people. I care for how Scrum is used by people.
Preventing complexity from turning into perplexity, an inability to act.
Change comes in Increments.
Thrive on discovery
Involve the people doing the hard work
Continuous adaptation is the purpose
Grow your own model
Re-connecting the work force, customers, managers, leaders, inventors, innovators, daily business
Re-connecting the work force, customers, managers, leaders, inventors, innovators, daily business
Use the holiday analogy for “People are naturally Agile (adaptive)”
See the holiday analogy in explaining how “People are naturally Agile (adaptive)”
Scrum is essential for product delivery. The other parts are also important, but Scrum has not necessarily specific roles, artefacts, events, rules for them. Yet, Scrum can be used to solve this complex problem too.
The core idea is that to manage a product properly there are many activities to be done. Off those activities Scrum has an answer to developing, growing, evolving and sustaining the product. That doesn’t render the work not covered with the roles and rules of the Scrum framework futile. No, that work is valuable and necessary (portfolio work, strategizing, etc.). Even more, if an organization would have 1 person in the role of mini-CEO, i.e. overlooking the whole of the ‘other’ (non-Scrum) work, that person would be a great Product Owner to the Scrum Team(s). Better than a Product Owner who is strictly bound to one specific product management departments, and not having a clue of what goes on in the other departments.
Read the paper by Gunther Verheyen, “Empirical Management Explored”, https://www.scrum.org/Portals/0/Documents/Community%20Work/Empirical-Management-Explored.pdf
At company level: CEO = Product Owner. Additionally, a Scrum Master is needed (CIO). These are peer roles.
Mind ”Binge Merging” (refer to Binge Drinking, Binge Watching)
Gunther Verheyen (gunther.verheyen@mac.com) is a longtime Scrum practitioner. Gunther left consulting in 2013 to partner with Ken Schwaber. He shepherded the Professional series of Scrum.org, while also leading its European operations. In 2016 Gunther decided to further his path as an independent Scrum caretaker.
Gunther ventured into IT and software development after graduating in 1992. His Agile journey started with eXtreme Programming and Scrum in 2003. Years of dedication followed, of using Scrum in diverse circumstances. As from 2010 Gunther became the inspiring force behind some large-scale enterprise transformations, and a Professional Scrum Trainer with Scrum.org.
Gunther left consulting in 2013 to partner with Ken Schwaber, Scrum co-creator, at Scrum.org. He shepherded the ‘Professional Scrum’ series, worked with Scrum.org’s global network of Professional Scrum Trainers, and is co-creator to Agility Path and the Nexus framework for Scaled Professional Scrum.
As from 2016 Gunther continues his journey of Scrum as an independent Scrum caretaker.
In 2013 Gunther published the acclaimed book “Scrum – A Pocket Guide (a smart travel companion)”. Ken Schwaber recommends his book as ‘the best description of Scrum currently available’ and ‘an extraordinarily competent book’. In 2016 the Dutch translation of his book was published as “Scrum Wegwijzer (Een kompas voor de bewuste reiziger)”. In 2017 the German translation was published as “Scrum Taschenbuch (Ein Wegweiser für den bewussten Entdecker)”.
When not travelling for Scrum and professionalism, Gunther lives and works in Antwerp (Belgium).
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