Agile Business @ Cyberforum Infomarkt 2012

Erfolgreich mit Scrum - der Wissensarbeiter

Managementframework ScrumBegeisterung statt Zufriedenheit der Kunden

Infomarkt @ Cyberforum 22.05.2012

Dienstag, 22. Mai 12

http://www.cio.de/scrum/2265436/index.html

MacBook

Coffee

When you start here?

Moderne

Now: a Factory Worker is

100 times more productive

That is a Success!

HOW?Dienstag, 22. Mai 12

The invention of 1890 to 1920:

Management

Management challenge around

1880 to 1920?

changing farmers and service people to factory people

WE HAVE made tremendous progress in our ability to operate complicated systems, even large ones; we’ve done this by studying b r e a k d o w n s a n d a d j u s t i n g accordingly.

Post Moderne

"121950

Peter Drucker

„Without management the modern organization is not possible.“

"the man who invented management" (New York Times).

He was saying that management was not a science or an art. It was a profession, like medicine or law. It was about getting the very best out of people.

Knowledge Worker

Hospital

People like you and me: university degree and/or a profound business training

We are not manageable - we are professionals who know what to do

We are not managable - we are professionals who know what to do

Individual person vs. organization

DRUCKER was right - complex products or services need a lot of

people!

So we need a way to create an organization t h a t b a l a n c e s t h e knowledge worker with t h e n e e d s o f a n organization

Products

TALENTS

Passion for

Finding the right

On what level must such an organization serve its knowledge worker?

What type of organization does this today?

Hospital

Professional Service Firms

Means of Implementing

Strategy

Strategya

tools that can help us understand the constant interactions of numerous elements and the impact of rare but extreme events. By taking steps to mitigate risks, making measured tradeoffs that keep early failures small, and gathering diverse thinkers who can deal creatively with variation, we can approach decision making in our complex organizations with more confidence and increase our chances of success.

We need new management tools

on all levels:

tools that can help us understand the constant interactions of numerous elements and the impact of rare but extreme events. By taking steps to mitigate risks, making measured tradeoffs that keep early failures small, and gathering diverse thinkers who can deal creatively with variation, we can approach decision making in our complex organizations with more confidence and increase our chances of success.

human-centricflatfederalisticdistributedinnovativeadaptivere-inventingfastdisruptive

Tools that create an organization that is:

How?Dienstag, 22. Mai 12

Theory U Seeing to Performing

KANBAN OO SCRUMDienstag, 22. Mai 12

Visibility plus RhythmDienstag, 22. Mai 12

8 principlesfor going beyond product development and software development

Pixar Customer delight

FocusWhen Jobs returned to Apple in 1997, one of the first things he did was trim the product line, focusing employees on four clear projects. He liked to explain his strategy while drawing on a whiteboard, like a professor of management. -- Fast Company, http://www.fastcompany.com/magazine/165/steve-jobs-legacy-tapes

one movie at a time

LIMIT work in progres

Value Stream - Visualzation

Hier hätte ich jetzt gerne ein KANBAN Board, dass den gesamten Value-Stream zeigt.

Doing as a Way of Thinking

self - organized teams

1028_SummitII_AgileDevelopment | B. Lichtenberg ETAS/NE | 22.11.2011 | Internal | © ETAS GmbH 2011. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.62

interpretation ONE

Team is a development team only, that consist of DEVELOPERS!Dienstag, 22. Mai 12

Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird.

common starting point using Scrum

next level involve:

AnalysisDesignImplementatonTesting andOptimization into one cross-functional team

Team is a product development team, that consist of all people that are involved in the product development:Under the rugby approach, the product development process emerges from the constant

inter- action of a hand-picked, multidisciplinary team whos members work together from start to finish. Rather than moving in

defined, highly structured stages, the process is born out of the team members' interplay. A group of engineers, for example, may start to design the product (phase three) before all the results of the feasibility tests (phase two) are in. Or, the team may be forced to reconsider a decision as a result of later information. The team does not stop then, but engages in iterative experimentation. This goes on in even the latest phases of the development process.

The self-organizing character of the team produces a unique dynamic or rhythm.

1986 - The New New product development game, by Hirotaka Takeuchi and Ikujiro Nonaka, HBR

Integrated team - or at least respect and an understanding of each otherDienstag, 22. Mai 12

Get involvement of all other departments

Means of Implementing

Strategy

Strategya

Success needs Management

Management creates decision rules

Don Reinertsen - Second Generation Lean Product Development 2011

Let’s return the example of the Boeing 777 discussed in Principle E13. The

weight of a new commercial aircraft is a critical performance variable. Aircraft designers provide weight guarantees that can cost millions of dollars if

they are breached. Since weight is a key success factor, does this mean that the program manager should get involved in all weight decisions? No, he simply must control the economic logic used in making these decisions. For example, if every engineer

knows that the program manager is willing to sacrifice up to $300 of unit cost to save a pound of weight, thousands of engineers can make the correct weight decisions. This provides full economic control without requiring higher levels of management to participate in each decision. And if we can get control without participation, this saves a great deal of time for management. Using decision rules brings another more subtle benefit. When management focuses on communicating and articulating the economic logic behind decisions, they develop the organization’s capacity to make sound economic decisions. In contrast, consider what happens when only management knows the logic behind decisions. Engineers are told, “This seemingly bizarre decision is actually best for the company due to mysterious and sophisticated reasons that are too esoteric to articulate.” This develops a culture of magical decision making, where everybody feels they can make great decisions unencumbered by either analysis or facts.

Client driven iterations

Client works with Product Owner

Client works with all levels

Deliver value to client in

each iterationDienstag, 22. Mai 12

Client 3

Value Stream - Visualzation

Hier hätte ich jetzt gerne ein KANBAN Board, dass den gesamten Value-Stream zeigt.

Client 1

Client 2

Be totally open about issues and impediments

create context for continuous self-improvment by the teams

After Action Review

debriefing

understanding reality

Where do we go from here?

Comfort Zone Learning Zone

Apathy Zone Anxiety Zone

Low High

The competitive Imperative of Learning, Amy C Edmondson, HBR, 7/8 2008, p. 60-66

Concept of Psychological Safety Accountability for Meeting Demanding Goals

Psychological Safety

Demanding Goal

secret #2

Who goes to the Retrospective?

The Team makes it happen!

What Went WELL?Dienstag, 22. Mai 12

IMPROVE!Dienstag, 22. Mai 12

INPUT FOR SPRINT PLANNING

Communicate, communicate, communicate!

(stories, questions, interactions)

Storytelling

As a student (GREG), I can find my grades online so that I don’t have to wait until the next day to know whether I passed.

(user story example)

Communicate, communicate, communicate!

(stories, questions, interactions)

2000 2001 2002 2003 2004 2005 2006

Features Delivered per Team

Days between Major Releases

from a presentation of salesforce.comScrum Gathering Stockholm 2008

Lack of visibility

Resource Bottlenecks

Unpredictable release dates

Lack of responsiveness, lack of team alignment on priorities

Unhappy customers

Gradual productivity decline as the team grew

Thank you!

boris.gloger@borisgloger.com

ReferencesAgiles Projektmanagement mit Scrum. Ken Schwaber. 2007.Agile Software Development with Scrum. K Schwaber, M Beedle. 2008.The Enterprise and Scrum. Ken Schwaber. 2007.Scrum: Produkte zuverlässig und schnell entwickeln. Boris Gloger. 2011.Scrum: Agiles Projektmanagement erfolgreich einsetzen. R Pichler. 2007.How Pixar Fosters Creativity, Ed Catmull. Harvard Busines Review. 2008.What Leaders Really Do. John P. Kotter. 1999.The Manager's Job: Folklore and Fact. Henry Mintzberg. 1990The Innovators Dilemma, When Technology causes great firms to fail, Clayton Christensen, 1997

The Scrum RolesDienstag, 22. Mai 12

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