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Agile and Scrum for ORSCers

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Introduction to Agile and Scrum for ORSC coaches

Veröffentlicht in: Leadership & Management

Agile and Scrum for ORSCers

  1. 1. Agile for ORSC’ers An introduction to Agile and Scrum for system workers Alexey Krivitsky www.agiletrainings.eu
  2. 2. Revolution of work. 1: Individual work People are cogs in the machine. Thinking and working are two separate activities. Henry Ford: “Why is it every time I ask for a pair of hands, they come with a brain attached?”
  3. 3. Revolution of work. 2: Projects are everywhere Project groups are needed to accomplish missions. Planning is done upfront by commanders. Army metaphors and jargon (chief executive officer). Organization by functions (engineering, quality, product).
  4. 4. Revolution of work. 3: Complex world Work becomes too complex to be defined upfront. Effects cannot be predicted and planned. Birth of the knowledge workers. Work is to complex to be done by single individuals.
  5. 5. Focus on: 1.  Teamwork and relationships 2.  Results and working products 3.  Customer and users 4. Inspect and adapt
  6. 6. stateofagile.versionone.com The top two reasons for adop+ng agile for the last three years has been to 1.  accelerate product delivery (62%) 2.  enhance their ability to manage changing priori?es (56%) The top three benefits of adop+ng agile have remained steady for the past five years: 1.  manage changing priori?es (87%), 2.  team produc?vity (85%), 3.  project visibility (84%). Company culture con?nues to dominate the top causes of failed agile projects with 1.  company philosophy or culture at odds with core agile values at 46%, 2.  and lack of management support for cultural transi?on at 38%.
  7. 7. The “Agile Umbrella”
  8. 8. Complex adaptive systems Empower intelligence of smart agents
  9. 9. Empiricism Transparency, inspection and adaptation
  10. 10. Scrum Framework (simplified)
  11. 11. Scrum Framework
  12. 12. Implications (the material!) for system workers
  13. 13. 1: From functional departments to teams of teams
  14. 14. DATABASE BUSINESS LOGIC interfaces User interface Cross-functional teams Functional specialists Development teams
  15. 15. 2: From project groups to long-lived full-stack teams
  16. 16. Agile org chart (Spotify model)
  17. 17. 3: From command-and-control to team coaching
  18. 18. Agile coaching is not to be confused with ‘pure’ coaching 1.  Teaching agile mindset and practices 2.  Mentoring agile adoption, personal growth 3.  Coaching management, teams, individuals 4.  Facilitating collaboration and meetings
  19. 19. 4: From status meetings to overall transparency
  20. 20. Daily Scrum “Stand-Up”
  21. 21. Information Radiators
  22. 22. 5: From individual efficiency to system thinking
  23. 23. 6: From post-mortems to continuous learning
  24. 24. Thank you! And join our agile community: we so badly need more great coaches.

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