Manage Agile 2012 Berlin Agile Culture Capability Model

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Agile Culture Capability Model - Impedance Mismatch und Einfluss von Kulturstandards in agilen Projekten mit On-/Near- und Offshore Teams
Off-shore, Near-shore, Outsourcing? „Nein, das will ich nicht“, sagen viele, „nicht schon wieder“. Und nicht ohne Grund. Viele Organisationen haben bereits klassische (z.B. mit komponentenbasierten Teams und Wasserfall) Near-/Offshore Projekte gemacht, leider sehr oft ohne Erfolg. Bei diesen projekten hättte man sagen können, dass die management methodik falsch war. Einfach.
Agilität gab uns neune Hoffnung, die Nearshore-/Offshore Projekte „richtig“ machen und erfolgreich abschließen zu können. Agile, das ist die Heilung. Leider ählich wie bei den klassischen Methoden, viele von diesen Agilen Near-/Offshore Projekten waren sogar weniger erfolgreich als wenn man diese mit den klasisichen methoden durchgeführt hätte.
Wenn das Problem nicht in den Methoden lag, dann wo? Vielleicht waren es doch die Kulturstandards die die Akzeptanz von der agilen Werten und Prinzipien erschweren oder sogar unmöglich machen? Vielleicht ist die Agilität etwas Westliches? Kann man Übehaupt „agile Fähigkeiten“ messen?
In diesem Talk wird der Autor das Thema Einfluß von den kulturelen Standards auf genauer angehen. Im Zentrum das Talks steht ACCM im Fokus. Das Model basiert auf zwei Matrizen: die erste beschreibt die korrelation zwischen den kulturelenstandards (wie z.B. eine starke hierarchische struktur) und den agilen und im jedem Projekt erforderlichen soft-skills (wie self-organisation aka decision making and commitments). Ein weigthsystem gibt die Information wie stark ist die Auswirkung der Kunlturenstandards auf diese soft-skills

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Manage Agile 2012 Berlin Agile Culture Capability Model

  1. 1. AGILE CULTURE CAPABILITY MODELAdam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin codecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  2. 2. ADAM BOCZEK Management Consultant @ codecentric AG Agilist since 2007, Architect and Project Manager IT-Houses: GFT Solutions GmbH, CS Consulting AG, LogicaCMG GmbH, Cirquent GmbH Customers: Shell AG, Deutsche Bank, 1und1, SAP, NTT Data, Union Investments and more… Core Topics: Agile Software Factory, Agile Software Engineering, Innovative Software Development Methods, Nearshore and Offshore Project Coordination, Enterprise Architecture for Business Process Intelligence. xing.com/profile/Adam_Boczek blog.codecentric.decodecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  3. 3. ADAM BOCZEK & AGILE & CULTUREcodecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  4. 4. WHY DO WE NEED AGILE CULTURE CAPABILITYMODEL? Agile Software Development got matured and is Project Types by Ralph Stacey widely used in many projects. However agile software development has still some acceptance problems in big organizations. Big organizations consist of multiple teams that have to work together. It makes the adaption of agile more difficult, comparing to the classic software development. Big organizations often consist of multiple near- shore and off-shore teams, their coordination is highly complex and expensive. Many big organizations have already tried to run agile projects within their international environment. However without success. The delivered business value was even smaller as in case of similar, failed, classic software projects.codecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  5. 5. CULTURE & AGILE The word culture is often misunderstood as its wide semantic field.[1] Culture includes but is not limited to language, arts & sciences, thought, spirituality, social activity, interaction.[1] Culture is a universal orientation system typical for a society, organization of group.[2] This orientation system is created from specific symbols relevant to the society or group in question and are handed down from generation to generation.[2] It influences the way in which its members perceive, think, value and act, and thus defines their membership within the society.[2] Every culture has to adapt to new demands.[3] Cultures are not static, but constantly undergoing change.[3] so… Culture Situation Person (Project)[1] Roshan Cultural Heritage Institute 2011, Definition of Culture[2] Thomas 1996, Psychologie interkulturellen Handels,[3] Schroll-Machl 2011, Doinig Business with Germanscodecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  6. 6. CULTURE STANDARDS Culture can be seen as a specific orientation system, comprising individual elements which are related to each other in a systematic, structured way.[1] These elements have resulted from the interaction of individuals with each other and with their environment.[1] They have been passed on in more or less the same form over the generations and have a clear influence on all areas of life.[1] These cultural elements have the effect of simplifying complexities and of offering behavioral guidance.[1] They make the actions and behavior of individuals within the culture predictable and thus provide a basis from which expectations can be formed.[1] These cultural elements are termed “culture standards”.[1] Culture standards are the central characteristics that define a culture.[2][1] Schroll-Machl 2011, Doinig Business with Germans, [2] Thomas 1999, Kultur als Orientierungssystem und Kulturstandards als Bauteile codecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  7. 7. CULTURE IS A SYSTEM OF SYSTEMS Culture Agile Culture Standards System Culture Culture Standards Culture A A Agile Culture Interaction Culture Culture A Systems’ System Interaction Culture B Culture B Culture System System of Systemscodecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  8. 8. TONS OF QUESTIONS Is it possible to be successful with agile knowing how complex the culture system is? What are the challenges of agile near-shore, off-shore projects? What are the culture standards that have influence on agile culture? What are the soft-skills every team member should have? How to support the team to grow, to be an agile team? And so on…codecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  9. 9. PRIMARY CULTURE STANDARDSWITH INFLUENCE ON AGILE CULTURE Authority/hierarchy orientation Conflict prevention Emotionality Individualism Objectivism Plan orientation Pragmatism Rules and regulations orientation Self-confidence volatility Status orientationcodecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  10. 10. PRIMARY AGILE SOFT-SKILLSWITH INFLUENCE ON AGILE CULTURE Communication/collaboration Conflict management/handling stress Dealing with change/flexibility Decision making/commitment Goal oriented/value driven Leadership/diplomacy/facilitation Teamwork/teambuilding Thinking/learning/problem solving Time management/planningcodecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  11. 11. INFLUENCE OF CULTURE STANDARDS ONAGILE SOFT-SKILLS, THUS AGILE CULTURECAPABILITYCulture Standards Agile Soft-Skills Agile Culture Capability • Authority/hierarchy • Communication/ • Germany orientation collaboration • Poland • Conflict prevention • Conflict management/ • India • Emotionality handling stress • Japan • Individualism • Dealing with • Romania • Objectivism change/flexibility •… • Plan orientation • Decision making/ • Pragmatism commitment • Rules and • Goal oriented/ regulations value driven orientation • Leadership/ • Self-confidence diplomacy/facilitation volatility • Teamwork/ • Status orientation teambuilding • Thinking/learning/ problem solving • Time management/ planningcodecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  12. 12. AGILE CULTURE CAPABILITY Determines the ability of a certain nation to execute projects using agile values and principles. Empirical & relative value (absolute value has no meaning). Calculated based on the influence of culture standards on agile soft-skills with the incorporated weights describing the importance of each agile soft-skill for the agile culture capability. Used for the determination of agile culture capability for a chosen nation based on strength of occurrence of a certain culture standard in this nation. The formula (pseudo-math) Influence (ICS) of a culture standard (cs) on an agile soft-skill (as) Importance (IAS) of an agile soft-skill (as) for agile culture capability (ACC) Strength of occurrence (SO) of a certain culture standard (cs) in a nation (n) Agile Culture Capability (ACC) for a nation (n):codecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  13. 13. AGILE CULTURE CAPABILITY MODEL – 4 STEPSInfluence influence of culture standards on agile soft-skills strength of occurrence of a certain culture standard Germany Romania Thinking/Learning/Problem Solvingstrong Leadership/Diplomacy/Facilitation Poland Japannegative -2 India Conflict Management/Handling Dealing with Change/Flexibility Decision making/Commitment Communication/Collaborationnegative -1 Time Management/Planning Goal oriented/Value drivenneutral 0 Authority/hierarchy orientation Teamwork/Teambuildingpositive 1 Conflict preventionstrong positive 2 Emotionality 3 Individualism Objectivism Plan orientation Pragmatism stress Rules and regulations orientation Strength Self-confidence volatility Authority/hierarchy orientation lowest 1 Status orientation Conflict prevention low 2 Emotionality 2 normal 3 Agile Culture Capability Individualism high 4 Objectivism highest 5 Plan orientation Pragmatism Rules and regulations orientation Self-confidence volatility Status orientation 4 Importance for Agile Culture Capability Weights importance of each agile soft-skill for the 1 light normal 1 2 agile culture capability heavy 3 codecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  14. 14. ACCM IN ACTIONcodecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin 12.01.2013 14
  15. 15. PRIMARY AGILE SOFT-SKILLSWITH INFLUENCE ON AGILE CULTURE BY BOCZEKSoft-skills that are required for the successful execution of agile projects: Communication/collaboration Conflict management/handling stress Dealing with change/flexibility Decision making/commitment Goal oriented/value driven Leadership/diplomacy/facilitation Teamwork/teambuilding Thinking/learning/problem solving Time management/planning Weights light 1 normal 2 heavy 3codecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  16. 16. INFLUENCE OF CULTURE STANDARDS ON AGILE SOFT-SKILLS (CORE MATRIX) BY BOCZEK Thinking/Learning/Problem Solving Leadership/Diplomacy/Facilitation Conflict Management/Handling Dealing with Change/Flexibility Decision making/Commitment Communication/Collaboration Influence Time Management/Planning Cultural Standard Influence Goal oriented/Value driven strong Teamwork/Teambuilding negative -2 negative -1 neutral 0 positive 1 strong positive 2 stressAuthority/hierarchy orientation -2 -2 -2 -2 2 2 -1 -2 0 -21Conflict prevention -2 -2 0 1 0 2 1 0 0 -1Emotionality 2 -2 0 -1 -1 -2 1 2 0 7Individualism -1 -2 0 2 2 -2 -2 0 -1 -7Objectivism 2 2 0 1 1 2 2 0 -1 18Plan orientation 0 0 -1 2 2 1 0 0 2 10Pragmatism 1 2 2 0 2 -1 0 2 -2 16Rules and regulations orientation -1 0 -1 0 -1 0 0 -1 1 -9Self-confidence volatility 0 -2 0 -2 -2 0 0 0 -2 -14Status orientation 0 0 0 -1 0 -2 -1 0 -1 -9Importance for Agile CultureCapability 3 1 3 2 2 1 3 3 2 codecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  17. 17. STRENGTH OF OCCURRENCEOF CULTURE STANDARDS FOR A NATION BY BOCZEK Germany Romania Poland Japan IndiaAuthority/hierarchy orientation 1 3 5 5 4Conflict prevention 1 3 5 5 4Emotionality 2 4 5 1 5Individualism 3 2 1 1 2Objectivism 5 2 1 1 2Plan orientation 5 1 2 4 2Pragmatism 2 5 1 1 5Rules and regulations orientation 5 2 4 5 1Self-confidence volatility 1 4 5 4 5Status orientation 2 4 5 5 5Strengthlowest 1low 2normal 3high 4highest 5codecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  18. 18. AGILE CULTURE CAPABILITY FOR A NATION BY BOCZEK Germany Germany Romania Romania Poland Poland Japan Japan India IndiaAuthority/hierarchy orientation 1 3 5 5 4 -21 -63 -105 -105 -84Conflict prevention 1 3 5 5 4 -1 -3 -5 -5 -4Emotionality 2 4 5 1 5 14 28 35 7 35Individualism 3 2 1 1 2 -21 -14 -7 -7 -14Objectivism 5 2 1 1 2 90 36 18 18 36Plan orientation 5 1 2 4 2 50 10 20 40 20Pragmatism 2 5 1 1 5 32 80 16 16 80Rules and regulations orientation 5 2 4 5 1 -45 -18 -36 -45 -9Self-confidence volatility 1 4 5 4 5 -14 -56 -70 -56 -70Status orientation 2 4 5 5 5 -18 -36 -45 -45 -45 - -Agile Culture Capability 66 -36 179 182 -55 Results review (examples) German teams are best suited for agile. Polish and Romanian teams need more attention comparing to German teams. Japan and India teams require significant investments in agile trainings and coaching. codecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  19. 19. CONCLUSION - AGILE CULTURE CAPABILITY MODEL ACCM focuses on the Agile Teams that have to deliver effectively and efficiently a business value according to the defined goal using agile values and principles as defined in the Agile Manifesto [1]. ACCM delivers a quantified information about agile capability of a nation or team. ACCM makes transparent the project risks bound to the cultural challenges. ACCM reveals project characteristics that might be overseen otherwise. ACCM can be used for on-shore agile projects, broken down for each team involved. ACCM can be used for a single team agile project, broken down for each team member. ACCM should not be used in the dogmatic way; we are all humans. Because cultures change the ACCM changes too. ACCM supports empirical agile frameworks (like Scrum, Kanban) delivering transparency and allowing inspection. However the next step called adaption is still an open point (we know what, but we still don’t now how). Running agile projects using distributed teams within an intercultural environment is a very complex topic  hire an expert if needed.codecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin
  20. 20. QUESTIONS?Adam BoczekManagement Consultantcodecentric AGAn der Welle 460322 Frankfurt a.M.tel +49 (0) 172.6606706adam.boczek@codecentric.dewww.codecentric.dewww.mbg-online.deblog.codecentric.dewww.meettheexperts.decodecentric AG Agile Culture Capability Model | Adam Boczek | 18.10.2012 | Manage Agile 2012 | Berlin 1/12/2013 20

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