Vortrag bei der Manage Agile 2013 in Berlin. Thema - wie können wir den Manager in den Organisationen zu unserem Verbündeten machen. Was braucht die agile Organisation als Produkt um agil sein zu können = den agilen Manager.
Text of Das scrum prinzip organisationen aufbauen und gestalten - manage agile 2013
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
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
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.