Das scrum prinzip organisationen aufbauen und gestalten - manage agile 2013

  • Published on
    19-Oct-2014

  • View
    672

  • Download
    1

Embed Size (px)

DESCRIPTION

Vortrag bei der Manage Agile 2013 in Berlin. Thema - wie knnen wir den Manager in den Organisationen zu unserem Verbndeten machen. Was braucht die agile Organisation als Produkt um agil sein zu knnen = den agilen Manager.

Transcript

<p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Agile Organizationen auauen und gestalten</p> <p>Boris Gloger, Manage Agile, Berlin, 2013</p> <p>Boris Gloger/ Jrgen Margetich</p> <p>Agiles Management in der Praxis</p> <p>Das Scrum-Prinzip</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Coee</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>MacBook</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>MacBook</p> <p>2000 2001 2002 2003 2004 2005 2006 </p> <p>Features Delivered per Team </p> <p>Days between Major Releases </p> <p>from a presentation of salesforce.comScrum Gathering Stockholm 2008</p> <p>Lack of visibility</p> <p>from a presentation of salesforce.comScrum Gathering Stockholm 2008</p> <p>from a presentation of salesforce.comScrum Gathering Stockholm 2008</p> <p>Resource Bottlenecks</p> <p>Unpredictable release dates</p> <p>from a presentation of salesforce.comScrum Gathering Stockholm 2008</p> <p>Lack of responsiveness, lack of team alignment on priorities</p> <p>from a presentation of salesforce.comScrum Gathering Stockholm 2008</p> <p>Unhappy customers</p> <p>from a presentation of salesforce.comScrum Gathering Stockholm 2008</p> <p>Gradual productivity decline as the team grew</p> <p>from a presentation of salesforce.comScrum Gathering Stockholm 2008</p> <p>Trends</p> <p>Next Generation</p> <p>Creative Surplus</p> <p>war for talents</p> <p>18</p> <p>19</p> <p>from a presentation of salesforce.comScrum Gathering Stockholm 2008</p> <p>Change Management</p> <p>Agile Transition</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>When you start here?</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Now: a Factory Worker is </p> <p>100 times more productive</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>The invention of 1890 to 1920:</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>MANAGEMENT</p> <p>Media Entrepreneurs http://www.youtube.com/watch?v=YAbpmkqn6JE</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>changing farmers and service people to factory people</p> <p>WE HAVE made tremendous progress in our ability to operate complicated systems, even large ones; weve 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. </p> <p>Peter Drucker</p> <p>Without management the modern organization is not possible.</p> <p>"the man who invented management" (New York Times).</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>People like you and me: university degree and/or a profound business training</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Knowledge Worker</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Hospital</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>We are not manageable - we are professionals who know what to do</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>We are not managable - we are professionals who know what to do</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Individual vs Organization</p> <p>Alignment</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>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</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>What does this mean for management in 2020!?</p> <p>Products</p> <p>TALENTS</p> <p>Passion for</p> <p>Finding the right</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>And then go out of their way!</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>On what level must such an organization serve its knowledge worker?</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Means of Implementing </p> <p>Strategy</p> <p>Strategya</p> <p>Stars</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>What type of organization does this today?</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Hospital</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Professional Service Firms</p> <p>Professional Service Firms</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Self-Organization needs Leadership</p> <p>Alignment</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>People need leaderhip </p> <p>because ...</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Leadership provides:</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Status</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Meaning!</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Orientation!</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Rewards</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Fairness!</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Belonging!</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Means of Implementing </p> <p>Strategy</p> <p>Strategya</p> <p>Stars</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Some large Enterprise started to change: </p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>f.e. IBM is not a product </p> <p>company any more - IBM provide services</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>8 principlesbeyond product- and software development</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Customer delight</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>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</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>one movie at a time</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>LIMIT work in progres</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Doing as a Way of Thinking</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>self - organized teams</p> <p>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.89</p> <p>interpretation ONE</p> <p>Team is a development team only, that consist of DEVELOPERS!</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Doing as a Way of Thinking</p> <p>Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird.</p> <p>common starting point using Scrum</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Doing as a Way of Thinking</p> <p>Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird.</p> <p>next level involve:</p> <p>AnalysisDesignImplementatonTesting andOptimization into one cross-functional team</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Doing as a Way of Thinking</p> <p>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.</p> <p>The self-organizing character of the team produces a unique dynamic or rhythm. </p> <p>1986 - The New New product development game, by Hirotaka Takeuchi and Ikujiro Nonaka, HBR</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Integrated team - or at least respect and an understanding of each other</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Doing as a Way of Thinking</p> <p>Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird.</p> <p>Get involvement of all other departments</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Means of Implementing </p> <p>Strategy</p> <p>Strategya</p> <p>Stars</p> <p>Success needs Management</p> <p>Management creates decision rules</p> <p>Don Reinertsen - Second Generation Lean Product Development 2011</p> <p>Lets return the example of the Boeing 777 discussed in Principle E13. The </p> <p>weight of a new commercial aircraft is a critical performance variable. Aircraft designers provide weight guarantees that can cost millions of dollars if </p> <p>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 organizations 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.</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Client driven iterations</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Customer Focus</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Design Thinking</p> <p>Dont Ask the Customer</p> <p>Design a solution that the customer needs!</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Why to do iterations and increments?</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>it is so much more </p> <p>productive</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Fail FAST</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Client 1</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Client 2</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Deliver value to client in </p> <p>each iteration</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>Be open about issues and impediments</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>create context for continuous self-improvment by the teams</p> <p>109</p> <p>After Action Review</p> <p>be a story teller</p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>The new management approach: a blend of professional service firms with agile thinking! </p> <p>All i</p> <p>nfor</p> <p>mat</p> <p>ion </p> <p> b</p> <p>or!s</p> <p>glog</p> <p>er, 2</p> <p>012</p> <p>boris.gloger@borisgloger.com</p>