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“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
“Zero day exploit: the old management mafia p0wned your product!”
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“Zero day exploit: the old management mafia p0wned your product!”

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This is my talk about agile governance from Tampere Goes Agile 2012. This is also my first public presentation on the topic and the slides will be improved in the future. …

This is my talk about agile governance from Tampere Goes Agile 2012. This is also my first public presentation on the topic and the slides will be improved in the future.

Governance issues happen in all but the most trivial agile transitions. For example, an organization that is starting to use Scrum introduces the Product Owner role and a twice-weekly sync meeting for all POs. The established Project Management Office however continues to run the monthly project pipeline meeting where projects are given permission to start or close down. So there are now two different groups that are formally responsible for making resource investment decisions. (This particular situation is reflected in the title of my talk.)

Agile governance is a broad topic. Mainly, it's a sensemaking method that brings out the actual governance structures in the organization, which may differ from the planned or desired governance structures. Through this we can study how governance is set up in agile organizations, and also what happens in organizations that are going through a transition. Eventually, we may arrive at some governance guidelines or perhaps even a ready-to-roll governance model for agile organizations.

The topic is important and we hope that it will eventually be addressed in all sensible agile transition methods and frameworks. :-)

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  • 1. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.“Zero day exploit:the old management mafiap0wned your product!”Governance in Product Management — An Agile Overviewonsdag 17 oktober 12
  • 2. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.Once upon a time...onsdag 17 oktober 12
  • 3. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.Governance is...WHAT decisions are seen asimportant in the organizationWHO is allowed to makeor influence those decisionsHOW those decisions are made andaccountability is tracked(Summarized and paraphrased from materials by Institute On Governance, iog.ca)onsdag 17 oktober 12
  • 4. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.What kind of decisions?Who belongs to the team?What should I do today?What infrastructure for the product?Which project is most important?Is this feature ready for release?What tools should we use?How many story points to assign?What technologies should we use?How much can we invest in product R&D?Build or buy?Which proposed feature is most valuable?What is the corporate strategy?onsdag 17 oktober 12
  • 5. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.Agile and governance•Doesn’t remove the need to make decisions•Doesn’t remove the need for governance•But may (will!) change structures and style of governance•WHO from Line manager to Team•WHEN from monthly to daily•HOW from management decision to group agreement;from reports to transparent metrics•etc...onsdag 17 oktober 12
  • 6. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.Complexityharvard business review • november 2007handanticexerchowandswitcstratefar mGaWe cplaneclien“landto adthe iweresituaor seso fofoundideasPlayiagersto remined based on the facts. Complex andchaotic contexts are unordered—there isno immediately apparent relationshipbetween cause and effect, and the wayforward is determined based on emerg-ing patterns. The ordered world is theand cacophony rules. The way out of thisrealm is to break down the situation intoconstituent parts and assign each to oneof the other four realms. Leaders canthen make decisions and intervene incontextually appropriate ways.D. J. Snowden and M. E. Boone. A leader’s framework for decision making. Harvard Business Review, November 2007.onsdag 17 oktober 12
  • 7. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.Source: Agile Finland coaching circle, MvW, 2012onsdag 17 oktober 12
  • 8. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2009.Sources: Agile Finland coaching circle, MvW, 2012 & “BCS”, Graham Oakes, 2012onsdag 17 oktober 12
  • 9. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.“What is the timeframe?”What is the timeframe? Developer Group Project ManagerGroupDevelopmentManager GroupDomainBusiness ExecIT ExecProduct OwnerProject ManagerPolicy UnitTeamIndividualScrum MasterEnterprise ArchitectFunc. ManagerSimple Complicated Complicated17,8 % −2,2 % −12,2 %4,4 % −10,6 % 4,4 %−10,6 % 19,4 % −0,6 %−6,3 % −1,3 % 3,8 %0,0 % 0,0 % 0,0 %−9,7 % 0,3 % 10,3 %0,6 % −4,4 % −4,4 %3,8 % −1,3 % −1,3 %0,0 % 0,0 % 0,0 %0,0 % 0,0 % 0,0 %Source: “BCS”, Graham Oakes, 2012N = 43onsdag 17 oktober 12
  • 10. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.“What are the requirements?”What are therequirements?Developer Group Project ManagerGroupDevelopmentManager GroupDomainBusiness ExecIT ExecProduct OwnerProject ManagerPolicy UnitTeamIndividualScrum MasterEnterprise ArchitectFunc. ManagerComplex Complicated Complicated3,0 % −7,0 %−2,0 % −2,0 %−3,0 % 17,0 %20,0 % −5,0 %−2,0 % −2,0 %−11,0 % 4,0 %−6,0 % −6,0 %0,0 % 0,0 %0,0 % 0,0 %0,0 % 0,0 %Source: “BCS”, Graham Oakes, 2012N = 43onsdag 17 oktober 12
  • 11. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.“Who makes estimates?”Who makes estimates? Developer Group Project ManagerGroupDevelopmentManager GroupDomainBusiness ExecIT ExecProduct OwnerProject ManagerPolicy UnitTeamIndividualLine/Dev ManagerScrum MasterEnterprise ArchitectsChaos Chaos Complicated−1,7 % −1,7 % −1,7 %−11,9 % 15,8 % −11,9 %−10,7 % 5,9 % −4,5 %−2,1 % −5,4 % 2,9 %0,0 % −6,7 % −6,7 %9,7 % 1,9 % 25,5 %18,3 % −8,3 % −8,3 %0,0 % 0,0 % 0,0 %0,0 % 0,0 % 0,0 %−1,6 % −1,6 % 4,7 %Source: “BCS”, Graham Oakes, 2012N = 43onsdag 17 oktober 12
  • 12. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.“When is a story ready for implementation?”When is a story ready forimplementation?Developer Group Project ManagerGroupDevelopmentManager GroupDomainBusiness ExecIT ExecProduct OwnerProject ManagerPolicy UnitTeamIndividualScrum MasterEnterprise ArchitectFunc. ManagerSimple Simple Complicated−2,5 % −2,5 % 2,5 %−2,5 % −2,5 % −2,5 %−12,5 % −7,5 % 17,5 %−25,0 % 30,0 % −10,0 %−2,5 % −2,5 % −2,5 %16,3 % −3,8 % 1,3 %6,3 % −3,8 % 1,3 %18,8 % −6,3 % −6,3 %3,8 % −1,3 % −1,3 %0,0 % 0,0 % 0,0 %Source: “Agile North”, Graham Oakes, 2012onsdag 17 oktober 12
  • 13. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.What can we learn?Different groups havedifferent opinions on governanceMany weak opinions:confusion andopportunismMany strong opinions:internal politicsonsdag 17 oktober 12
  • 14. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.What can we learn?Missing governance structure meansinventing a new structure for each decisionYou may ignore governance,but governance won’t ignore youonsdag 17 oktober 12
  • 15. agile42 | We advise, train and coach companies building software www.agile42.com | All rights reserved. Copyright © 2007 - 2011.What can we do?Carry out the workshopsEnforce roles around product managementWrite a team charteronsdag 17 oktober 12

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