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Allinformation©bor!sgloger,2012
The Scrum Principle
Creating the Agile Organization Beyond the Team - or in other words:
R...
2000 2001 2002 2003 2004 2005
2006
Features Delivered per Team
Days between Major Releases
from a presentation of salesfor...
Lack of visibility
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
Resource Bottlenecks
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 Stockho...
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
from a presentation of salesforce.com
Scrum Gathering Stockholm 2008
Allinformation©bor!sgloger,2012
MacBook
Allinformation©bor!sgloger,2012
MacBook
Allinformation©bor!sgloger,2012
Coffee
Allinformation©bor!sgloger,2012
When you start here?
Allinformation©bor!sgloger,2012
modern times
Allinformation©bor!sgloger,2012
Allinformation©bor!sgloger,2012
Allinformation©bor!sgloger,2012
Now: a Factory
Worker is
100 times more
productive
Allinformation©bor!sgloger,2012
That is a Success!
Allinformation©bor!sgloger,2012
The invention of
1890 to 1920:
Allinformation©bor!sgloger,2012
MANAGEMENT
Media Entrepreneurs http://www.youtube.com/watch?v=YAbpmkqn6JE
Allinformation©bor!sgloger,2012
Allinformation©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...
Peter Drucker
„Without
management the
modern
organization
is not possible.“ "the man who invented management" (New York Ti...
Allinformation©bor!sgloger,2012
People like you and me:
university degree
and/or a profound
business training
Allinformation©bor!sgloger,2012
Knowledge Worker
Allinformation©bor!sgloger,2012
Hospital
Allinformation©bor!sgloger,2012
Allinformation©bor!sgloger,2012
We are not manageable
- we are professionals
who know what to do
Allinformation©bor!sgloger,2012
We are not managable - we are
professionals who know what to do
Allinformation©bor!sgloger,2012
Individual vs
Organization
Alignment
Allinformation©bor!sgloger,2012
So we need a way to
create an organization
that balances the
knowledge worker with
t h e n...
Allinformation©bor!sgloger,2012
What does this mean for
management in 2020!?
Products
TALENTS
Passion for
Findingtheright
Allinformation©bor!sgloger,2012
And then
go out of
their way!
Allinformation©bor!sgloger,2012
On what level must such an
organization serve its
knowledge worker?
Allinformation©bor!sgloger,2012
What type of organization
does this today?
Allinformation©bor!sgloger,2012
Hospital
Allinformation©bor!sgloger,2012
Allinformation©bor!sgloger,2012
Professional
Service Firms
Allinformation©bor!sgloger,2012
Self-Organization
needs Leadership
Allinformation©bor!sgloger,2012
People need
leaderhip
because ...
Allinformation©bor!sgloger,2012
Leadership
provides:
Allinformation©bor!sgloger,2012
Meaning!
Allinformation©bor!sgloger,2012
Orientation!
Allinformation©bor!sgloger,2012
Status
Allinformation©bor!sgloger,2012
Rewards
Allinformation©bor!sgloger,2012
Fairness!
Allinformation©bor!sgloger,2012
Belonging!
Allinformation©bor!sgloger,2012
Means of
Implementing
Strategy
Strategya
Stars
Allinformation©bor!sgloger,2012
Some large Enterprise
started to change:
Allinformation©bor!sgloger,2012
Allinformation©bor!sgloger,2012
f.e. IBM
is not a product
company any more -
IBM provide services
Allinformation©bor!sgloger,2012
8 principlesbeyond product- and software development
Allinformation©bor!sgloger,2012
Customer delight
Allinformation©bor!sgloger,2012
FocusWhen Jobs returned to Apple in 1997, one
of the first things he did was trim the
produ...
Allinformation©bor!sgloger,2012
one movie at a time
Allinformation©bor!sgloger,2012
LIMIT work in progres
Allinformation©bor!sgloger,2012
Allinformation©bor!sgloger,2012
Doing as a Way of Thinking
Allinformation©bor!sgloger,2012
self - organized teams
1028_SummitII_AgileDevelopment | B. Lichtenberg ETAS/NE | 22.11.2011 | Internal | © ETAS GmbH 2011. All rights reserved, a...
Allinformation©bor!sgloger,2012
Doing as a Way of Thinking
Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scr...
Allinformation©bor!sgloger,2012
Doing as a Way of Thinking
Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scr...
Allinformation©bor!sgloger,2012
Doing as a Way of Thinking
Team is a product development team, that consist of all people ...
Allinformation©bor!sgloger,2012
Integrated team - or at least respect and an understanding of each other
Allinformation©bor!sgloger,2012
Doing as a Way of Thinking
Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scr...
Allinformation©bor!sgloger,2012
Means of
Implementing
Strategy
Strategya
Stars
Success needs Management
Management creates...
Don Reinertsen - Second Generation Lean Product Development 2011
Let’s return the example of the Boeing 777 discussed in P...
Allinformation©bor!sgloger,2012
Client driven iterations
Allinformation©bor!sgloger,2012
Customer
Focus
Allinformation©bor!sgloger,2012
Design
Thinking
Don´t Ask the Customer
Design a solution that the customer needs!
Allinformation©bor!sgloger,2012
Allinformation©bor!sgloger,2012
Why to do
iterations and
increments?
Allinformation©bor!sgloger,2012
it is so much
more
productive
Allinformation©bor!sgloger,2012
Fail FAST
Allinformation©bor!sgloger,2012
Client 1
Allinformation©bor!sgloger,2012
Client 2
Allinformation©bor!sgloger,2012
Deliver value
to client in
each iteration
Allinformation©bor!sgloger,2012
Be open about issues
and impediments
Allinformation©bor!sgloger,2012
create context
for continuous
self-improvment
by the teams
89
AfterActionReview
be a story teller
Allinformation©bor!sgloger,2012
The new management
approach: a blend of
professional service
firms with agile
thinking!
Allinformation©bor!sgloger,2012
boris.gloger@borisgloger.com
The scrum principle agileee 2013, kiev, ukraine boris gloger-red
The scrum principle agileee 2013, kiev, ukraine boris gloger-red
The scrum principle agileee 2013, kiev, ukraine boris gloger-red
The scrum principle agileee 2013, kiev, ukraine boris gloger-red
The scrum principle agileee 2013, kiev, ukraine boris gloger-red
The scrum principle agileee 2013, kiev, ukraine boris gloger-red
The scrum principle agileee 2013, kiev, ukraine boris gloger-red
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The scrum principle agileee 2013, kiev, ukraine boris gloger-red

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In this presentation I propose that we blend the management practices from teh Professional Service Firms with agile thinking.

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

  1. 1. 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
  2. 2. 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
  3. 3. Lack of visibility from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  4. 4. from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Resource Bottlenecks
  5. 5. Unpredictable release dates from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  6. 6. Lack of responsiveness, lack of team alignment on priorities from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  7. 7. Unhappy customers from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  8. 8. Gradual productivity decline as the team grew from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  9. 9. from a presentation of salesforce.com Scrum Gathering Stockholm 2008
  10. 10. Allinformation©bor!sgloger,2012 MacBook
  11. 11. Allinformation©bor!sgloger,2012 MacBook
  12. 12. Allinformation©bor!sgloger,2012 Coffee
  13. 13. Allinformation©bor!sgloger,2012 When you start here?
  14. 14. Allinformation©bor!sgloger,2012 modern times
  15. 15. Allinformation©bor!sgloger,2012
  16. 16. Allinformation©bor!sgloger,2012
  17. 17. Allinformation©bor!sgloger,2012 Now: a Factory Worker is 100 times more productive
  18. 18. Allinformation©bor!sgloger,2012 That is a Success!
  19. 19. Allinformation©bor!sgloger,2012 The invention of 1890 to 1920:
  20. 20. Allinformation©bor!sgloger,2012 MANAGEMENT Media Entrepreneurs http://www.youtube.com/watch?v=YAbpmkqn6JE
  21. 21. Allinformation©bor!sgloger,2012
  22. 22. Allinformation©bor!sgloger,2012 changing farmers and service people to factory people
  23. 23. 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.
  24. 24. Peter Drucker „Without management the modern organization is not possible.“ "the man who invented management" (New York Times).
  25. 25. Allinformation©bor!sgloger,2012 People like you and me: university degree and/or a profound business training
  26. 26. Allinformation©bor!sgloger,2012 Knowledge Worker
  27. 27. Allinformation©bor!sgloger,2012 Hospital
  28. 28. Allinformation©bor!sgloger,2012
  29. 29. Allinformation©bor!sgloger,2012 We are not manageable - we are professionals who know what to do
  30. 30. Allinformation©bor!sgloger,2012 We are not managable - we are professionals who know what to do
  31. 31. Allinformation©bor!sgloger,2012 Individual vs Organization
  32. 32. Alignment
  33. 33. Allinformation©bor!sgloger,2012 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
  34. 34. Allinformation©bor!sgloger,2012 What does this mean for management in 2020!?
  35. 35. Products TALENTS Passion for Findingtheright
  36. 36. Allinformation©bor!sgloger,2012 And then go out of their way!
  37. 37. Allinformation©bor!sgloger,2012 On what level must such an organization serve its knowledge worker?
  38. 38. Allinformation©bor!sgloger,2012 What type of organization does this today?
  39. 39. Allinformation©bor!sgloger,2012 Hospital
  40. 40. Allinformation©bor!sgloger,2012
  41. 41. Allinformation©bor!sgloger,2012 Professional Service Firms
  42. 42. Allinformation©bor!sgloger,2012 Self-Organization needs Leadership
  43. 43. Allinformation©bor!sgloger,2012 People need leaderhip because ...
  44. 44. Allinformation©bor!sgloger,2012 Leadership provides:
  45. 45. Allinformation©bor!sgloger,2012 Meaning!
  46. 46. Allinformation©bor!sgloger,2012 Orientation!
  47. 47. Allinformation©bor!sgloger,2012 Status
  48. 48. Allinformation©bor!sgloger,2012 Rewards
  49. 49. Allinformation©bor!sgloger,2012 Fairness!
  50. 50. Allinformation©bor!sgloger,2012 Belonging!
  51. 51. Allinformation©bor!sgloger,2012 Means of Implementing Strategy Strategya Stars
  52. 52. Allinformation©bor!sgloger,2012 Some large Enterprise started to change:
  53. 53. Allinformation©bor!sgloger,2012
  54. 54. Allinformation©bor!sgloger,2012 f.e. IBM is not a product company any more - IBM provide services
  55. 55. Allinformation©bor!sgloger,2012 8 principlesbeyond product- and software development
  56. 56. Allinformation©bor!sgloger,2012 Customer delight
  57. 57. Allinformation©bor!sgloger,2012 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
  58. 58. Allinformation©bor!sgloger,2012 one movie at a time
  59. 59. Allinformation©bor!sgloger,2012 LIMIT work in progres
  60. 60. Allinformation©bor!sgloger,2012
  61. 61. Allinformation©bor!sgloger,2012 Doing as a Way of Thinking
  62. 62. Allinformation©bor!sgloger,2012 self - organized teams
  63. 63. 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!
  64. 64. Allinformation©bor!sgloger,2012 Doing as a Way of Thinking Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird. common starting point using Scrum
  65. 65. Allinformation©bor!sgloger,2012 Doing as a Way of Thinking Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird. next level involve: Analysis Design Implementaton Testing and Optimization into one cross- functional team
  66. 66. Allinformation©bor!sgloger,2012 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 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
  67. 67. Allinformation©bor!sgloger,2012 Integrated team - or at least respect and an understanding of each other
  68. 68. Allinformation©bor!sgloger,2012 Doing as a Way of Thinking Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird. Get involvement of all other departments
  69. 69. Allinformation©bor!sgloger,2012 Means of Implementing Strategy Strategya Stars Success needs Management Management creates decision rules
  70. 70. 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.
  71. 71. Allinformation©bor!sgloger,2012 Client driven iterations
  72. 72. Allinformation©bor!sgloger,2012 Customer Focus
  73. 73. Allinformation©bor!sgloger,2012 Design Thinking Don´t Ask the Customer Design a solution that the customer needs!
  74. 74. Allinformation©bor!sgloger,2012
  75. 75. Allinformation©bor!sgloger,2012 Why to do iterations and increments?
  76. 76. Allinformation©bor!sgloger,2012 it is so much more productive
  77. 77. Allinformation©bor!sgloger,2012 Fail FAST
  78. 78. Allinformation©bor!sgloger,2012 Client 1
  79. 79. Allinformation©bor!sgloger,2012 Client 2
  80. 80. Allinformation©bor!sgloger,2012 Deliver value to client in each iteration
  81. 81. Allinformation©bor!sgloger,2012 Be open about issues and impediments
  82. 82. Allinformation©bor!sgloger,2012 create context for continuous self-improvment by the teams
  83. 83. 89 AfterActionReview
  84. 84. be a story teller
  85. 85. Allinformation©bor!sgloger,2012 The new management approach: a blend of professional service firms with agile thinking!
  86. 86. Allinformation©bor!sgloger,2012 boris.gloger@borisgloger.com
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