The scrum principle agileee 2013, kiev, ukraine boris gloger-red

Allinformation©bor!sgloger,2012
The Scrum Principle
Creating the Agile Organization Beyond the Team - or in other words:
Reinvent the organization - Agile meets Professional Service Firm
Boris Gloger, Agileee, Kiev, Ukraine, 2011

2000 2001 2002 2003 2004 2005
2006
Features Delivered per Team
Days between Major Releases
from a presentation of salesforce.com
Scrum 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

MacBook

Coﬀee

When you start here?

modern times

Now: a Factory
Worker is
100 times more
productive

That is a Success!

The invention of
1890 to 1920:

MANAGEMENT
Media Entrepreneurs http://www.youtube.com/watch?v=YAbpmkqn6JE

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
breakdowns and adjusting
accordingly.

Peter Drucker
„Without
management the
modern
organization
is not possible.“ "the man who invented management" (New York Times).

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

Knowledge Worker

Hospital

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 vs
Organization

So we need a way to
create an organization
that balances the
knowledge worker with
t h e n e e d s o f a n
organization

What does this mean for
management in 2020!?

Products
TALENTS
Passion for
Findingtheright

And then
go out of
their way!

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

What type of organization
does this today?

Professional
Service Firms

Self-Organization
needs Leadership

People need
leaderhip
because ...

Leadership
provides:

Meaning!

Orientation!

Status

Rewards

Fairness!

Belonging!

Means of
Implementing
Strategy
Strategya
Stars

Some large Enterprise
started to change:

f.e. IBM
is not a product
company any more -
IBM provide services

8 principlesbeyond product- and software development

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

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.
69
interpretation ONE
Team is a development team only, that consist of DEVELOPERS!

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

next level
involve:
Analysis
Design
Implementaton
Testing and
Optimization 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 other

Get involvement of all other departments

Means of
Implementing
Strategy
Strategya
Stars
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

Customer
Focus

Design
Thinking
Don´t Ask the Customer
Design a solution that the customer needs!

Why to do
iterations and
increments?

it is so much
more
productive

Fail FAST

Client 1

Client 2

Deliver value
to client in
each iteration

Be open about issues
and impediments

create context
for continuous
self-improvment
by the teams

The new management
approach: a blend of
professional service
firms with agile
thinking!

boris.gloger@borisgloger.com

The scrum principle agileee 2013, kiev, ukraine boris gloger-red

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