0
Boris Gloger/ Jürgen Margetich

Agiles Management in der Praxis

Agile Organizationen auauen und
gestalten
Boris Gloger, ...
All information © bor!sgloger, 2012

Coffee
All information © bor!sgloger, 2012

MacBook
All information © bor!sgloger, 2012

MacBook
Days between Major Releases

Features Delivered per Team

2000
2006

2001

2002

2003

2004

2005
from a presentation of s...
Lack of visibility

from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
Resource Bottlenecks

from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
Unpredictable release dates

from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
Lack of responsiveness, lack of team alignment on
priorities

from a presentation of salesforce.com
Scrum Gathering Stockh...
Unhappy customers

from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
Gradual productivity decline as the team

grew

from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
Trends
Next
Generation
Creative
Surplus
war for
talents
18
19
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
Change Management
Agile Transition
All information © bor!sgloger, 2012

When you start here?
All information © bor!sgloger, 2012
All information © bor!sgloger, 2012
100 times more
productive

All information © bor!sgloger, 2012

Now: a Factory
Worker is
All information © bor!sgloger, 2012

The invention of
1890 to 1920:
Media Entrepreneurs http://www.youtube.com/watch?v=YAbpmkqn6JE

All information © bor!sgloger, 2012

MANAGEMENT
All information © bor!sgloger, 2012
All information © bor!sgloger, 2012

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 studyi...
„Without
management the
modern
organization
is not possible.“

Peter Drucker

"the man who invented management" (New York ...
university degree
and/or a profound
business training

All information © bor!sgloger, 2012

People like you and me:
All information © bor!sgloger, 2012

Knowledge Worker
All information © bor!sgloger, 2012

Hospital
All information © bor!sgloger, 2012
All information © bor!sgloger, 2012

We are not manageable
- we are professionals
who know what to do
All information © bor!sgloger, 2012

We are not managable - we are
professionals who know what to do
All information © bor!sgloger, 2012

Individual vs
Organization
Alignment
All information © bor!sgloger, 2012

So we need a way to
create an organization
that balances the
knowledge worker with
th...
All information © bor!sgloger, 2012

What does this mean for
management in 2020!?
Passion for Products
Finding the right TALENTS
All information © bor!sgloger, 2012

And then
go out of
their way!
All information © bor!sgloger, 2012

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

a

Means of
Strategy
Stars

All information © bor!sgloger, 2012

Implementing
All information © bor!sgloger, 2012

What type of organization
does this today?
All information © bor!sgloger, 2012

Hospital
All information © bor!sgloger, 2012
All information © bor!sgloger, 2012

Professional
Service Firms
Professional Service Firms
All information © bor!sgloger, 2012

Self-Organization
needs Leadership
Alignment
All information © bor!sgloger, 2012

People need
leaderhip
because ...
All information © bor!sgloger, 2012

Leadership
provides:
All information © bor!sgloger, 2012

Status
All information © bor!sgloger, 2012

Meaning!
All information © bor!sgloger, 2012

Orientation!
All information © bor!sgloger, 2012

Rewards
All information © bor!sgloger, 2012

Fairness!
All information © bor!sgloger, 2012

Belonging!
Strategy

a

Means of
Strategy
Stars

All information © bor!sgloger, 2012

Implementing
All information © bor!sgloger, 2012

Some large Enterprise
started to change:
All information © bor!sgloger, 2012
All information © bor!sgloger, 2012

f.e. IBM
is not a product
company any more IBM provide services
beyond product- and software development

All information © bor!sgloger, 2012

8 principles
All information © bor!sgloger, 2012

Customer delight
Focus
All information © bor!sgloger, 2012

When Jobs returned to Apple in 1997, one
of the first things he did was trim the...
All information © bor!sgloger, 2012

one movie at a time
All information © bor!sgloger, 2012

LIMIT work in progres
All information © bor!sgloger, 2012
All information © bor!sgloger, 2012

Doing as a Way of Thinking
All information © bor!sgloger, 2012

self - organized teams
interpretation ONE

Team is a development team only, that consist of DEVELOPERS!

89

1028_SummitII_AgileDevelopment | B. ...
Doing as a Way of Thinking

common starting point using Scrum

All information © bor!sgloger, 2012

Hier muss jetzt ein Bi...
Doing as a Way of Thinking

next level
involve:

Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als rei...
Doing as a Way of Thinking

Team is a product development team, that consist of all people that are involved in
the produc...
All information © bor!sgloger, 2012

Integrated team - or at least respect and an understanding of each other
Doing as a Way of Thinking

Get involvement of all other departments

All information © bor!sgloger, 2012

Hier muss jetzt...
Success needs Management
Strategy

Means of

a

Management creates
decision rules

Strategy
Stars

All information © bor!s...
Don Reinertsen - Second Generation Lean Product Development 2011
Let’s return the example of the Boeing 777 discussed in P...
All information © bor!sgloger, 2012

Client driven iterations
All information © bor!sgloger, 2012

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

All information © bor!sgloger, 2012

Design
Thinking
All information © bor!sgloger, 2012
All information © bor!sgloger, 2012

Why to do
iterations and
increments?
All information © bor!sgloger, 2012

it is so much
more
productive
All information © bor!sgloger, 2012

Fail FAST
All information © bor!sgloger, 2012

Client 1
All information © bor!sgloger, 2012

Client 2
All information © bor!sgloger, 2012

Deliver value
to client in
each iteration
All information © bor!sgloger, 2012

Be open about issues
and impediments
All information © bor!sgloger, 2012

create context
for continuous
self-improvment
by the teams
After Action Review

109
be a story teller
All information © bor!sgloger, 2012

The new management
approach: a blend of
professional service
firms with agile
thinkin...
All information © bor!sgloger, 2012

boris.gloger@borisgloger.com
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
Das scrum prinzip   organisationen aufbauen und gestalten - manage agile 2013
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Das scrum prinzip organisationen aufbauen und gestalten - manage agile 2013

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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.

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Transcript of "Das scrum prinzip organisationen aufbauen und gestalten - manage agile 2013"

  1. 1. Boris Gloger/ Jürgen Margetich Agiles Management in der Praxis Agile Organizationen auauen und gestalten Boris Gloger, Manage Agile, Berlin, 2013 All information © bor!sgloger, 2012 Das Scrum-Prinzip
  2. 2. All information © bor!sgloger, 2012 Coffee
  3. 3. All information © bor!sgloger, 2012 MacBook
  4. 4. All information © bor!sgloger, 2012 MacBook
  5. 5. Days between Major Releases Features Delivered per Team 2000 2006 2001 2002 2003 2004 2005 from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  6. 6. Lack of visibility from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  7. 7. Resource Bottlenecks from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  8. 8. Unpredictable release dates from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  9. 9. Lack of responsiveness, lack of team alignment on priorities from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  10. 10. Unhappy customers from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  11. 11. Gradual productivity decline as the team grew from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  12. 12. Trends
  13. 13. Next Generation
  14. 14. Creative Surplus
  15. 15. war for talents
  16. 16. 18
  17. 17. 19
  18. 18. from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  19. 19. Change Management
  20. 20. Agile Transition
  21. 21. All information © bor!sgloger, 2012 When you start here?
  22. 22. All information © bor!sgloger, 2012
  23. 23. All information © bor!sgloger, 2012
  24. 24. 100 times more productive All information © bor!sgloger, 2012 Now: a Factory Worker is
  25. 25. All information © bor!sgloger, 2012 The invention of 1890 to 1920:
  26. 26. Media Entrepreneurs http://www.youtube.com/watch?v=YAbpmkqn6JE All information © bor!sgloger, 2012 MANAGEMENT
  27. 27. All information © bor!sgloger, 2012
  28. 28. All information © bor!sgloger, 2012 changing farmers and service people to factory people
  29. 29. 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.
  30. 30. „Without management the modern organization is not possible.“ Peter Drucker "the man who invented management" (New York Times).
  31. 31. university degree and/or a profound business training All information © bor!sgloger, 2012 People like you and me:
  32. 32. All information © bor!sgloger, 2012 Knowledge Worker
  33. 33. All information © bor!sgloger, 2012 Hospital
  34. 34. All information © bor!sgloger, 2012
  35. 35. All information © bor!sgloger, 2012 We are not manageable - we are professionals who know what to do
  36. 36. All information © bor!sgloger, 2012 We are not managable - we are professionals who know what to do
  37. 37. All information © bor!sgloger, 2012 Individual vs Organization
  38. 38. Alignment
  39. 39. All information © bor!sgloger, 2012 So we need a way to create an organization that balances the knowledge worker with the needs of an organization
  40. 40. All information © bor!sgloger, 2012 What does this mean for management in 2020!?
  41. 41. Passion for Products Finding the right TALENTS
  42. 42. All information © bor!sgloger, 2012 And then go out of their way!
  43. 43. All information © bor!sgloger, 2012 On what level must such an organization serve its knowledge worker?
  44. 44. Strategy a Means of Strategy Stars All information © bor!sgloger, 2012 Implementing
  45. 45. All information © bor!sgloger, 2012 What type of organization does this today?
  46. 46. All information © bor!sgloger, 2012 Hospital
  47. 47. All information © bor!sgloger, 2012
  48. 48. All information © bor!sgloger, 2012 Professional Service Firms
  49. 49. Professional Service Firms
  50. 50. All information © bor!sgloger, 2012 Self-Organization needs Leadership
  51. 51. Alignment
  52. 52. All information © bor!sgloger, 2012 People need leaderhip because ...
  53. 53. All information © bor!sgloger, 2012 Leadership provides:
  54. 54. All information © bor!sgloger, 2012 Status
  55. 55. All information © bor!sgloger, 2012 Meaning!
  56. 56. All information © bor!sgloger, 2012 Orientation!
  57. 57. All information © bor!sgloger, 2012 Rewards
  58. 58. All information © bor!sgloger, 2012 Fairness!
  59. 59. All information © bor!sgloger, 2012 Belonging!
  60. 60. Strategy a Means of Strategy Stars All information © bor!sgloger, 2012 Implementing
  61. 61. All information © bor!sgloger, 2012 Some large Enterprise started to change:
  62. 62. All information © bor!sgloger, 2012
  63. 63. All information © bor!sgloger, 2012 f.e. IBM is not a product company any more IBM provide services
  64. 64. beyond product- and software development All information © bor!sgloger, 2012 8 principles
  65. 65. All information © bor!sgloger, 2012 Customer delight
  66. 66. Focus All information © bor!sgloger, 2012 When 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
  67. 67. All information © bor!sgloger, 2012 one movie at a time
  68. 68. All information © bor!sgloger, 2012 LIMIT work in progres
  69. 69. All information © bor!sgloger, 2012
  70. 70. All information © bor!sgloger, 2012 Doing as a Way of Thinking
  71. 71. All information © bor!sgloger, 2012 self - organized teams
  72. 72. interpretation ONE Team is a development team only, that consist of DEVELOPERS! 89 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.
  73. 73. Doing as a Way of Thinking common starting point using Scrum All information © bor!sgloger, 2012 Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird.
  74. 74. Doing as a Way of Thinking next level involve: Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird. All information © bor!sgloger, 2012 Analysis Design Implementaton Testing and Optimization into one crossfunctional team
  75. 75. Doing as a Way of Thinking 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 process is born out of the team members' interplay. A group of engineers, for example, may defined, highly structured stages, the 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 . All information © bor!sgloger, 2012 1986 The New New product development game, by Hirotaka Takeuchi and Ikujiro Nonaka, HBR
  76. 76. All information © bor!sgloger, 2012 Integrated team - or at least respect and an understanding of each other
  77. 77. Doing as a Way of Thinking Get involvement of all other departments All information © bor!sgloger, 2012 Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird.
  78. 78. Success needs Management Strategy Means of a Management creates decision rules Strategy Stars All information © bor!sgloger, 2012 Implementing
  79. 79. 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 does this mean that the program manager should get involved in all weight decisions? No, he simply must they are breached. Since weight is a key success factor, 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.
  80. 80. All information © bor!sgloger, 2012 Client driven iterations
  81. 81. All information © bor!sgloger, 2012 Customer Focus
  82. 82. Don´t Ask the Customer Design a solution that the customer needs! All information © bor!sgloger, 2012 Design Thinking
  83. 83. All information © bor!sgloger, 2012
  84. 84. All information © bor!sgloger, 2012 Why to do iterations and increments?
  85. 85. All information © bor!sgloger, 2012 it is so much more productive
  86. 86. All information © bor!sgloger, 2012 Fail FAST
  87. 87. All information © bor!sgloger, 2012 Client 1
  88. 88. All information © bor!sgloger, 2012 Client 2
  89. 89. All information © bor!sgloger, 2012 Deliver value to client in each iteration
  90. 90. All information © bor!sgloger, 2012 Be open about issues and impediments
  91. 91. All information © bor!sgloger, 2012 create context for continuous self-improvment by the teams
  92. 92. After Action Review 109
  93. 93. be a story teller
  94. 94. All information © bor!sgloger, 2012 The new management approach: a blend of professional service firms with agile thinking!
  95. 95. All information © bor!sgloger, 2012 boris.gloger@borisgloger.com
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