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 ...

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

  • 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
  • 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 salesforce.com Scrum Gathering Stockholm 2008
  • 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 Stockholm 2008
  • 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 studying breakdowns and adjusting accordingly.
  • „Without management the modern organization is not possible.“ Peter Drucker "the man who invented management" (New York Times).
  • 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 the needs of an organization
  • 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 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
  • 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. 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.
  • 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.
  • 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
  • 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
  • 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 ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird.
  • Success needs Management Strategy Means of a Management creates decision rules Strategy Stars All information © bor!sgloger, 2012 Implementing
  • 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.
  • 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 thinking!
  • All information © bor!sgloger, 2012 boris.gloger@borisgloger.com