Is your organisation reaping the possible benefits of scaling agile?

How shifting thinking about an organisation as a biological, natural systems, opens significant options about how to design a better organisation. Using Nassim Taleb Antifragility concept, combined with the Cynefin Framework from Dave Snowden, it is possible to identify principles which will allow to design a better and more Resilient, possibly Antifragile organisation. In this presentation I am sharing the 6 Design Principles for an agile organisation that are at the core of the agile42 Enterprise Transition Framework (ETF). There are concrete examples from some of the companies that allowed us to share pictures.

Improve success of your organization

According to this year's State of Agile survey, the most common success measure for agile initiatives, at 53%, is on-time delivery. But if agile teams can choose how much work they take into a sprint, how can teams be sure of delivering pre-committed scope on time and on budget? There is more to agile delivery than product owners ordering a backlog of work for teams to work on. Epic budgeting is one tool that allows the product owner to steer a product across the line, delivering the expected scope on time by managing scope creep or an unsustainable focus on the perfect over the pragmatic. During this session learn about how product owners and their teams work towards a fixed date or budget by applying double loop learning to epic sizing and breakdown. Expect some tales from real companies and a few light hearted moments. And I'm at least 53% certain we will finish on time!

Epic Budgeting - how agile teams meet deadines

Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination. Unfortunately, though, most of the time agile success is left in the hands of unlikely heroes, people who are passionate about agile, but likely lack the type of power and decision making required to move to the next level. Because becoming agile requires a radical mind-shift, it takes time, and time is what most organizations seem unwilling to invest. This is where our unlikely heroes come into play, pulling the “Agile Initiative” forward with their passion. Even more unfortunately, despite the great efforts of these individuals, the organization is not willing to wait, and instead, falls into the “implement that model” in a couple of months mindset. Does this work? Well, if it does, we still need to hear that it was fast and painless… On the other hand, more and more organizations are beginning to understand that becoming more agile is an individual journey, and has to be tightly coupled with the company business goals and culture, it can’t be standardized, or the company will likely lose their business advantage and uniqueness. In this keynote I am going to share stories about some of these companies, that having tried unsuccessfully to find more heroes, understood that becoming agile is a cultural shift that needs to be supported by the whole organization, and agreed to follow a growing approach rather than an implementing approach. Principles and tools which helped these organizations to grow their agility as well as stories of their journey will be shared as an example of how change can happen without heroic actions or old style “Change Initiatives”.

Burning Agile

Gaetano Mazzanti

Coaching opposing sides large scale lean program management

Dhaval Panchal

Keynote stop scaling... start growing an agile organization!

Bringing agility to an organizational level requires a set of new skills and practices to emerge. While we have plenty of example on how agility can impact teams performance, by adopting well proven practices, there is still a lot of uncertainty in what to bring to an organizational level. Inspecting and adapting as an organization requires different structures and a more strategic approach, if we want to maximize the learning effect. Chaotic and uncontrolled experimentation and local adaptations can rapidly tear an organization apart. Focus on value and customers are important to set a common direction, but to roll out a shared strategy we need a solid and coherent cultural context, or the strategy will fail. Explicitly measuring and designing culture is a key enabler towards agility and can provide incredible advantages to an organization development. Understanding how to lead such change and enabling people to participate in creating rapid value, is the one thing that might save your company in the rough waters of today's market... Are you ready for the challenge?

How to grow your organization resilience and anti-fragility

Some of the most advanced technical practices allow to get sustainable and effective benefits only if you use them properly. Unfortunately the inertia in adapting the way of working to the changing needs can thwart any technological advantage. In this talk I discuss the reason why an appropriate change of the way of working is a non postponable need. I also present some methods and indicators to help you adapting your way of working to the product’s needs, your company's culture and the technical practices.

Why you need to change your way of working

Roberto Bettazzoni

Agile teams form the building blocks for agility. Having strong agile teams allows an organization to overcome systemic issues and adapt the product development process to the needs of the business. Agile teams that are not self-organizing and continually learning can quickly become subsumed by the challenges around them. So what does it mean for a team to be agile? We look at the fundamental characteristics of high performing teams, and how to influence the team environment and selection in order to initiate a team for success.

Great Agile Teams @ SDEC13, Winnipeg

Being a Scrum Master can be a daunting task: making sure Scrum is well understood by the team and the organization, mentoring the team on making Scrum events effective, coaching the Product Owner how to keep a visible and clear Product Backlog, facilitating self-organization and nudging the team and the company culture towards Scrum values. And all this by being a servant leader and leading without authority!

Growing as a scrum master and beyond

Niels Verdonk

The rise of the Lean Startup has led to a deeper understanding of the importance of validating business ideas, from new features to new business models. But many tools available to the Product Owner aren't adapted to rapid validation. Starting from the principles and practices of agile product management, from defining the product vision to creating story maps and refining the product backlog, you will learn about key practices that incorporate the lean startup principles, allowing a Product Owner to bring the build-measure-learn cycle alive and ultimately earn more value more quickly.

Lean Product Management @ SDEC13, Winnipeg

Despite the Agile manifesto commitment to Individuals and interactions over processes and tools the reality too often degenerates into certification schemes focused on structured methods or even worse it degrades into tool implementation. Approaches assume a manufacturing model (the engineering metaphor) rather than a network of relationships between individuals (the biological metaphor). Requirements are fragmented, the bigger picture and wider opportunities are lost. Excessive focus on predetermined goals and KPIs fails to support continuous learning and adaptation through experimentation. In this presentation we will look at the next generation of organizational agility, creating real-time feedback loops, adaptive processes and fostering innovation - working out what is a minimal scaffolding or structure around which new and innovative applications can emerge.

Webinar -A decision making approach for resilience

Giuseppe De Simone

From agile to agility

Agile42 and sipgate @DWNRW

The empirical evidence agile42 has got from multiple client engagements supports the theory that ideal characteristics of a leader are based on archetypes, ideal types of what an organization should look like and their underlying culture, and has led us to observe a very strong relationship between leadership attitude, organizational design, and organizational culture. The idea behind ORGANIC leadership is that there isn’t any right or wrong leadership behavior, but rather there are behaviors that one can master, and can be appropriately called upon in specific situations within a specific culture: if a leadership behavior doesn’t correspond to the cultural expectations of the people involved, will very likely cause a negative emotional response, and potentially increase motivational debt. In this webinar I provided an overview of different Archetypes that are expressed under specific conditions and bring leadership behavior, organizational design and organizational culture together. We also explored some methods within the ORGANIC agility framework, that allow to recognize the Archetype to which an organization can be mapped at a given moment in time, and provide guidance for transitioning to a different archetype, while increasing coherence between culture, organizational design and leadership behaviors.

ORGANIC agility webinar - Archetypes: mapping organization, culture and leade...

Giuseppe De Simone

@Richard dolman backlog refinement-the rodney dangerfield of scrum ceremonies

Richard Dolman

Adopting Scrum: an enterprise transformation

Hugo Lourenco

Companies of all sizes need to grow their own agile way of working, becoming more agile is a journey, not a destination, it is not about implementing a model or another… It feels like someone presented scaling as the ultimate solution to solve every problem… and now everybody wants to buy it, it really feels like an old story. Way to often the focus about scaling agile lands on the delivery of projects, and explicitly on the operational model behind that. Every true Agilist would know that agility is about continuous improvement and excellence as much as it is about delivery of value. The real challenge lays in how to make an organization learn continuous improvement and embed it into its own culture.

Stop Scaling Start Growing Agile

Dhaval Panchal

Presented by Christian Beck at agile42 Connect conference in Berlin, November 2015 – Developing medical device software for an international market is a heavily regulated activity that needs to be compliant with a considerable number of national and international laws and standards. Company culture is therefore heavily biased towards process orientation, predictability and control. On the other hand, the complexity of medical devices in today's information technology landscape in healthcare is only manageable by applying agile development principles and practices. How can a ScrumMaster help his or her teams to navigate successfully through this environment of conflicting messages? I will share with you how we at MeVis managed this challenge by forming self-confident teams and a strong Scrum Master role model along with number of hands-on practices that proved to be most helpful in our context.

Agile Adoption and Transformation in a regulated environment

agile42

"Starting out as a new agile coach is difficult. Where do you go? How do you start? Learn to leverage a coaching approach that focuses on observations and, from them, insights and goals. Through this, coaches will be able to better target their efforts and create demonstrable improvement in teams. In this workshop, we provide scenarios drawn from real-life experience with teams and organizations. After an introduction to good observation techniques, groups will be asked to collect observations from various scenarios. Groups will then collaborate with others and draw insights from common behaviors and trends. From this, we will leverage the Coaching Card technique to plan possible coaching paths forward and identify ways that progress could be validated and demonstrated in practice. Attendees will leave this session with a structured approach to guide their ongoing coaching efforts and share those experiences with others in the organization."

MHA2018 - Introduction to Observational Coaching - Daniel Lynn

AgileDenver

Was ist angesagt? (20)

Avoiding the Dilbert Syndrome

Improve success of your organization

Epic Budgeting - how agile teams meet deadines

Burning Agile

Coaching opposing sides large scale lean program management

Keynote stop scaling... start growing an agile organization!

How to grow your organization resilience and anti-fragility

Why you need to change your way of working

Great Agile Teams @ SDEC13, Winnipeg

Growing as a scrum master and beyond

Lean Product Management @ SDEC13, Winnipeg

Webinar -A decision making approach for resilience

From agile to agility

Agile42 and sipgate @DWNRW

ORGANIC agility webinar - Archetypes: mapping organization, culture and leade...

@Richard dolman backlog refinement-the rodney dangerfield of scrum ceremonies

Adopting Scrum: an enterprise transformation

Stop Scaling Start Growing Agile

Agile Adoption and Transformation in a regulated environment

MHA2018 - Introduction to Observational Coaching - Daniel Lynn

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Debido a que contiene glucosamina, estimula la fabricación de las sustancias necesarias para una apropiada función y regeneración de las mismas. Contiene Condoitrina el cual tiene propiedades antiflamatonas, pero a diferencia de las antiinflamatorias convencionales, esta contribuye a eliminar las causas de la inflamción inhibiendo las enzimas que producen la degradación de los globulos blancos y de las celulas de los cartílagos que tienen una actividad excesiva en las articulaciones enfermas, favoreciendo así el proceso regenerativo de los cartilagos. Es muy eficaz para cualquíer problema estomacal pero especialmente para la acidez. Es una formula recomendada para aliviar y prevenir la artrosis, la artritis y inflamaciones en general. Ayuda a mantener los niveles adecuados de calcio en los huesos. Se usa en el tratamiento de heridas e inflamaciones del sistema locomotor y de la cabidad bucal.

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White Horses Charity (SLL) - The Caravan of Hope

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White Horses Charity (SLL) - What We Do

White Horses Charity

In der agilen Welt heißt es: Das Gespräch sei mindestens genauso wichtig, wie die geschriebene Anforderung. Nur, was bedeutet das eigentlich konkret? In dieser Session werden wir diesen wichtigen Aspekt von Agilität gemeinsam ganz praktisch erleben. Wir werden den Weg von der Generierung einer Idee bis hin zur Schaffung eines initialen Backlogs praktisch beschreiten und dabei erleben, welchen Einfluss diese enge Kollaboration in diesem Kontext und in Kombination mit der geschriebenen Vision und der Anforderung auf den Erfolg hat.

Von der Idee zum Backlog - OOP 2016

Beim Disruptus-Spiel geht es um das Thema Innovation und um verschiedene Methoden, vorgegebene Objekte und Ideen auf eine neue Art und Weise zu kombinieren und dadurch neue Ideen zu generieren. Das Lenrspiel basiert auf dem "disruptive thinking" Konzept und wurde erfolgreich bei der Entwicklung neuer innovativer Produkte und Geschäftsmodelle, z.B. aus der digitalen Musik, Kamera-Handy's oder Car-Sharing eingesetzt.

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stevensonghurst

Disruptus Spiel - AUG Bremen Oldenburg von Kai Hermanns & Christian Beck

Slow Living Summit 2011 presentation by Christine Bushway

SlowLiving

Scrum Master Dojo @ Scrum Gathering Munich

Games become more and more important to help people understand the underlying mindset. They help us try new things and experiment in a safe environment. The question is: what makes a good agile game and how to develop one? Before we developed the game I only knew some models about how to develop them, but it was still mostly an abstract concept for me. In this session I want to tell the story of how we developed the Kanban Pizza Game.

On agile games and how to develop one

Kanban: No Answers, Just Questions

Scrum is simple to explain, yet hard to implement. Often the mechanics are executed without adoption of the underlying principles and values. This happens often where management assumes that Scrum is “just for software development” and that nothing else needs changing. In such situations, Scrum roles, artifacts and events are understood in terms of the prevailing traditional mindset: - backlog as a specification - sprint as a small project - ScrumMaster as project manager - commitment as a fixed date & scope contract While such an implementation of Scrum might deliver predictable results and lead to some improvements, it often fails to transform the organisational mindset and culture. Your business might do the wrong things righter instead of delivering better and better products to delight your customers. To achieve a transformation of mindset and culture, an organisation needs to avoid the pitfalls mentioned above and adopt Scrum as a framework that inspires everyone to continually challenge the status quo. One way to achieve this is using Scrum sprints as risk-limiting containers for safe-to-fail experiments. This enables you to deliberately discover the potential of your people's capability and your products' value. Reviews and retrospectives need to be leveraged to drive this continuous improvement process. The talk will increase awareness of these types of Scrum and help you to rather “be agile” instead of just “do agile”—using Scrum to drive that transformation.

Scrum day two kinds of scrum

The interactive Kanban Pizza Game demonstrates how a Kanban System works. While common Kanban games usually focus only on the flow of an existing Kanban system, our new Kanban Pizza Game goes beyond that, demonstrating the path from an existing process to Kanban. Learning by doing and having fun at the same time - that‘s what our Kanban Pizza Game is all about. _______ Here are the links for the printouts for the orders, the oven plate and the point-system, which I used in this set up: https://www.dropbox.com/s/0wvbblo65lyndht/Kanban%20Pizza%20Game%20-%20Orders.pdf?dl=0 https://www.dropbox.com/s/wghw809788go0iq/Kanban%20Pizza%20Game%20-%20pizza%20plate.pdf?dl=0 https://www.dropbox.com/s/tyj08gm510pkjkk/Kanban%20Pizza%20Game%20-%20Point%20System.pdf?dl=0

Kanban pizza game

On the way toward becoming more agile, we often stumble on issues which are sometimes simple in hindsight, but when we are at it, they seem impossible challenges. We might start with an agile team, probably following the Scrum framework and having quite some fun while learning and delivering more value with our colleagues. At a certain point though the expected “hyper productivity” that some folks in the agile world are talking about doesn’t seem to be something achievable at all, and we comfortably think, that must be just marketing, or even the effect of the Chinese Whispers. But if we reflect ourselves on it, and have the courage to look deep and understand why things aren’t going the way they should, we often come to learn a lot. Question such as: “By the way, why do we still have Team Leader in a self-organizing team?” or “What is the role of a Tech Lead in a Scrum team?” up to “Why are we still estimating and planning upfront if we are doing agile development?” inevitably pop up. Is it a trust issue? is it a cultural problem? or is it an organizational design issue? Maybe the answer, as many times happen in complex situation is a mixture or neither of those. Explore together with me what implications these dimensions have on the way teams will develop further or not develop. Also how do other companies around the world relate to this challenges, and maybe you can learn something from that…

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Twitter handboek.

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Ähnlich wie Is your organisation reaping the possible benefits of scaling agile?

Why self-organization might not work, and what has that to do with the compan...

Managing the evolution of a single product working with a small number of teams is somewhat straightforward. Working from a single backlog, once the teams have established a predictable velocity, the product roadmap becomes relatively easy to visualize, whether by timeframe or feature set. As we increase the complexity of the product, things become harder. Different teams require different backlogs. Different products require work from different teams. Before you know it, there are lots of independent moving parts, with the risk that the coordination cost becomes higher and efficiency falls. In this talk, we consider some ground rules for visualizing work across multiple teams and discuss how dependencies are coordinated across different teams and product lines.

Herding cats or flocking birds - agile portfolio management

Out of the success of some pilot (experiments) more and more organizations are stumbling on how to scale those experiments throughout the rest of the company. What most organizations end up doing is to reuse over and over again the same structures and the same rules they have been using for years, missing entirely the point about Agile. If you want to make it work for your organization, start from looking within a Team and understand what makes them Agile... look deeper into principles and values, not so much in practices, as those will emerge out of experience from your teams. Also understand the major difference between becoming agile and adopting agile. The latter encourage the wrong behaviour of looking on the market at existing models to adopt, and roll-out within your organization. Look at those model as a confirmation that is possible to solve your problems - as someone else apparently already did - and as inspiration. Also be vary of models which are not stemming out of experience, but of a lot of thinking, as that doesn't fit well to the Agile and Lean paradigm. Finally there are many factor you can evaluate in your journey toward becoming more Agile, there are level of complexity growing at an organizational level which you might not find in teams. Finally look at identifying metrics for tracking your progress in a way that reflects the outcome your organization is delivering and not the "work" is doing. In fact learning to work in an Agile way means learning to deliver more, by doing less. In the presentation I use the metaphor of an organization being a "car" rather than an organism, because of pure esthetic reasons, it would get rather bloody with an organic metaphor. I am aware like all models, has its weaknesses, and one of those is that it is mechanic, and predictable, unless it is a transforming car :-)

The Anatomy of an Agile Organization

Eliciting Requirements and breaking them down into actionable tasks is a challenge that requires both creativity and a systematic and analytical approach. Applying agility to Requirement Engineering, means much more than focusing on full bandwidth communication instead of documentation... Discovering a more empirical approach to Requirement Engineering - an approach that allows you to focus systematically on what needs to be done, as well as allowing creative tension to emerge and find the simplest and more concrete solutions for your Requirements engineering

Scrum in a nutshell

Roberto Bettazzoni

From a Product Vision to a running software... and back again, and agile coac...

Strategic advantage lies in being yourself and doing the right things the right way. Those who copy what their competitors are doing, place themselves behind the pack — a sure way of losing. This is why “scaling” agility is misleading at best, and disastrous at worst. When you take an existing model and fit your organization to that, you lose much of what makes you unique and different. Companies small and large must instead learn to grow their own agility for their own advantage. This sounds simple — and it is, when you know what to look for. In this keynote, Andrea Tomasini presents guidelines and heuristics for growing an agile organization. You will understand why the first step in any transition must be learning how to change. Small inexpensive experiments and empirical metrics will lead you towards your strategic goal, iteratively and incrementally. The agile transition never ends — but you know it’s working when transitioning becomes a way of life. This not only lets you adapt to new market conditions: it also allows you to create change in the market, on your own terms. The complexity of scaling agile in a large organization Fundamental principles on “growing” Concrete examples (Siemens, Ericsson…) from companies of all sizes (60-6000 employees) The principles are simple, but they must apply to the organization, not the product or the system architecture. The heartbeat of a growing organization.

Where next?

agile42

Support self-organization

Javier Pérez Fernández

Stop scaling... Start growing an Agile Organization!

Agile approaches like Scrum is designed for software development, but will it also work when we add electronics development and mechanical construction to the practices? Come and get insights from the experiences of a Certified Scrum Trainer who actually did the work himself. You will learn about how to setup teams that have the combined skill-set of software, electronics and mechanical engineers...

Will Agile work in my embedded development environment?

bmyllerup

How (and why) your Agile transition will fail

Giuseppe De Simone

Process and Structure can be changed overnight. Mindsets can't

Gaetano Mazzanti

Agile software development is a light framework that focusses more on early value delivery and incremental improvement than traditional tasks like detailed up-front planning, comprehensive specifications and technical documentation. But from the perspective of regulatory compliance, this planning and documentation serve a purpose. How can we reconcile agile approaches that value a working product over documentation with the need to meet regulatory requirements for, e.g. medical devices or telecommunications? I will discuss how to bring together the apparently conflicting needs of regulatory compliance and agile, and show by example how agile teams actually approach tough regulatory requirements in finance, healthcare and telecommunications. Learning Objectives - How to use agile in a highly-regulated environment - How to incorporate strict regulatory requirements within an agile development approach - The power of agile as a risk-limiting software development approach

IBM Innovate2014 - Is Agile Compliance an Oxymoron?

Agile teams may be popping up everywhere, with ScrumMasters and Product Owners and Development Teams. But what role does the BA play? Should the BA join the team, working with the development team to deliver work requests? Or should the BA take on the role of Product Owner, working with the business to define the work requests and ranking them to maximize value delivery? Is the BA best suited to the ScrumMaster, guiding the team to predictable delivery? Or is there some other role we've not talked about? The answer, of course, is 'it depends'. We will discuss the different roles on an agile team, and investigate how the traditional responsibilities of a BA role fit within the agile context. What we want to understand is how the BA fits into the agile development process, considering how the agile team works, and how the responsibilities of the BA are addressed in an agile environment.

Empirical proces control

Niels Verdonk

Agile42 agile for super heroes_june2018

Richard Dolman

The Good Shepherd - the Role of BAs in Agile

Gaetano Mazzanti - Better Software 2016: http://www.bettersoftware.it/talks/8497-how-can-metrics-help-in-improving-our-effectiveness/ This workshop will provide attendees with hands on experience on measuring, understanding and making the most of metrics both in terms of effectiveness and improving teams processes. We will mix theory and practice drawing also from attendees experience. We will look at how a Service Oriented Mindset leads to Service Oriented Metrics. We will discuss the pitfalls of typical metrics like velocity and we will look, using practical examples, at alternatives that will help us in improving effectiveness. These include lead time, throughput, WIP, batch size, slack, etc. and their relationships. Be warned though that “not everything that counts can be counted” (Bruce Cameron) Learning Objectives Understand what are metrics good for. Differentiate between Local and end-to-end metrics. Differentiate between Process Improvement vs Customer Oriented metrics. Understand Pitfalls of Velocity and Velocity related charts, goals, KPIs. Learn to measure and draw charts based on hand-on exercises.

Useful Lean Tools: Value Stream Mapping and Kanban

Roberto Bettazzoni

5 essential skills for successful collaborative relationships

Regina Martins

How can metrics help in improving our effectiveness?

Better Software

Agility meets regulatory compliance