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AO, the future of agile organisations the sap case #3

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agile is a system, a social network system.
The conference was about to highlight the latest experiments in the agile transformation of SAP and the framework that we developed.

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AO, the future of agile organisations the sap case #3

  1. 1. the future of agile Organisations the SAP case 1 e x t e n d e d agile tour London 2018
  2. 2. 2 Pierre E. NEIS agile4HR, Play14, agile digital enterprise, agile animal farm SAP S.E., Daimler Group, Lombard Odier Bank, BNP Paribas, GlobeMed, Banque de Luxembourg, Real Solutions, BCG DV, LogDirect, ArcelorMittal, SAP UK, Berytech, Capgemini, Accenture, pWc, McKinsey, rueducommerce.com, Invivo, Cloudwatt, GDF Europe, ERDF, AXA Global, LaPoste Innovation, European Commission, Touring Assurances, CNRS, Ores + 50
  3. 3. 3
  4. 4. what do you value the most? 4
  5. 5. 5 #1 - agile?
  6. 6. 6 #2 - organization
  7. 7. 7 #3 - agile organization
  8. 8. 8 #4 - SAP?
  9. 9. 9 #4 - SAP Case?
  10. 10. round #1 10 1
  11. 11. 11
  12. 12. first ideas 12
  13. 13. 13 End-to-end process • design and refine the process aligned with Release Roadmap Collaboration • enhance Product Owner’s vision with Process Owners/Users • define Personae and create specific User stories and Themes • work as a team member of a cross-functional team Knowledge • Interact with the Business Process community of practice (aka Chapter) to share, learn and improve standards Build • set up the standard process as a hypothesis Measure • set up a Definition-of-Done (DoD) for the E2E process • collect customer’s/user’s improvement (Sprint Review) and update • run User Testing workshops to test the hypothesis • Improve the measures Visible metrics • Set metrics and capture mechanisms for both Customer and Delivery Teams • Display metrics so that all the teams share the same wall • Make it highly visible in the Communication Tool (Jira, Confluence) Communication & collaboration • Use intra-team, web-based collaboration (Jira, Confluence) Scrum Team Rooms • Secure Scrum Team Rooms for each team; one room per Work stream • Group Work Stream Rooms in a common location/building • Use significant wall-space for creative boards and facilitate display of visible metrics • Install conference phones, video conference, whiteboards Customer Lab • Recruit and schedule customers for regular testing • Use trained facilitators to conduct interviews (Training or Scrum Masters) • Set up a customer lab with recording equipment A. PRACTICES B. PROCESSES C. TOOLS D. INFRASTRUCTURE a “consulting” approach
  14. 14. 14 Satisfy customer through early & continuous delivery Agile processes harness change Deliver working software frequently. Business people and developers must work together Build projects around motivated individuals. Face-to-face conversation Working software is the primary measure of progress Sponsors, developers, and users should be able to maintain a constant pace Continuous attention to technical excellence and good design Simplicity--the art of maximising the amount of work not done--is essential. Self- organizing teams At regular intervals, the team reflects how to become more effective manifesto
  15. 15. 15 what means scrum? READY DONE using scrum
  16. 16. 16 composition of a scrum team Build the right thing Build the thing right Build it fast PROCESS OWNER DEVELOPER TESTER DEL IVERY MANAGER PRODUCT OW NER SCRUM MASTER DEV TEAM
  17. 17. 17 1 E2e process more E2e processes more E2e processes more E2e processes more E2e processes component component component component component component component component component component component component component component component sprint release <sprint> <release> <sprint> <sprint> <sprint> <sprint> <sprint> <sprint> <sprint> <sprint> <sprint> <sprint> <sprint> <release> <release> <release> <release> time productbacklog Like for product increments, processes have to be delivered incrementally! E2E Strat. product roadmap and development strategy
  18. 18. 18 build measure learn working software the end-to-end (E2E) process is the outcome and not the input of a development process
  19. 19. 19 minimal Toolbox to get the job done BP M MATURITY PROCESS IM PACT M APPING ATTD OR BDD
  20. 20. agile deployment strategy 20
  21. 21. 21 improve demand deliver improve capacity improve capability improve the whole 1 2 4 3 5 6 restart
  22. 22. changing the org 22 2
  23. 23. 23
  24. 24. 24 plan AA
  25. 25. 25 1 2 3 4 Distil Agile Mindset SCRUM CONTINUOUS INTEGRATION DEVOPS E V OLU TION A RY CHA N GE PROCESS (IN SP EC T & ADAP T ) 100% SCRUM (SHU) TESTER IN TEAM RUN COMMITTED 100% SCRUM (HA) 100% AUTOMA. TESTS RUN PEOPLE IN DEV.TEAM DEV. TRANSPORTS AUTOMATICALLY 100% SCRUM (RI) CONTINUOUS DEPLOYMENT FULL TEST AUTOMATION TRANSPORT SEVERAL TIMES A DAY 2017 20182016 A P R . D E C . Q 3 . Q 1 . .Q 1 . .
  26. 26. 26
  27. 27. 27 1 2 3 4 Distil Agile Mindset SCRUM CONTINUOUS INTEGRATION DEVOPS E V OLU TION A RY CHA N GE PROCESS (IN SP EC T & ADAP T ) 100% SCRUM (SHU) TESTER IN TEAM RUN COMMITTED 100% SCRUM (HA) 100% AUTOMA. TESTS RUN PEOPLE IN DEV.TEAM DEV. TRANSPORTS AUTOMATICALLY 100% SCRUM (RI) CONTINUOUS DEPLOYMENT FULL TEST AUTOMATION TRANSPORT SEVERAL TIMES A DAY 2017 20182016 A P R . D E C . Q 3 . Q 1 . .Q 1 . . so so so so so so what?
  28. 28. 28 Satisfy customer through early & continuous delivery Agile processes harness change Deliver working software frequently. Business people and developers must work together Build projects around motivated individuals. Face-to-face conversatio n Working software is the primary measure of progress Sponsors, developers, and users should be able to maintain a constant pace Continuous attention to technical excellence and good design Simplicity--the art of maximizing the amount of work not done--is essential. Self- organizin g teams At regular intervals, the team reflects how to become more effective
  29. 29. 29 Satisfy customer through early & continuous delivery Agile processes harness change Deliver working software frequently. Business people and developers must work together Build projects around motivated individuals. Face-to-face conversatio n Working software is the primary measure of progress Sponsors, developers, and users should be able to maintain a constant pace Continuous attention to technical excellence and good design Simplicity--the art of maximizing the amount of work not done--is essential. Self- organizin g teams At regular intervals, the team reflects how to become more effective
  30. 30. 30 Bplan B
  31. 31. 31 contract blue print validates contract. expectations: no change. reality: loosing customer’s engagement in the hurry development poortesting EXPECTEDDELIVERYDATE WIN/WIN W E WIN / T HEY L OO SE WE WIN / THEY LOOSE LOOSE/ LOOSE LOOSE/ LOOSE Tada!VALUE/EFFICIENCY CURVE
  32. 32. 32 C U S T O M D E V E L O P M E N T B A S E D O N C U S T O M E R ’ S E N G A G E M E N T & C O N T I N U O U S LY I N S P E C T & A D A P T C Y C L E S contract rapid delivery of standard & continuous delivery (test automation) as blueprint! JUSTINTIME,JUSTENOUGH WIN/WIN CUSTOMER IS ENGAGED: EACH SPRINT DELIVERS , A TESTABLE INCREMENT. CUSTOMER DELIVERS C ONSTRUCTIVE FEEDBACK EACH CYCLE WIN/WIN yeah! VALUE/EFFICIENCY CURVE W IN/ W IN CUSTO MER DEL IGHT this is only feasible with strong sap business engagement within the development!
  33. 33. 33 Cplan C
  34. 34. 34 Dplan D
  35. 35. 35 Eplan E
  36. 36. 36
  37. 37. keys for agile Organisations 37 3
  38. 38. 38 AO
  39. 39. the concept 39
  40. 40. #1 the story of the farmer • metaphor to the principle of structure 40
  41. 41. 41 KING FA RMER KING RECRUITED BY GOD THE FAR MER HA S 3 CAT T LE THE KNI GHT WA NT S 2 CAT TLE THE FAR MER KEEP S 1 COW WHE RE SHOULD HE COMP LAIN? the original sin
  42. 42. 42 CEO WORKER is valid only if a single person can embrace the full knowledge people are commodities assisting the boss in his job no longer possible, since decades
  43. 43. #2 the story of Jason • metaphor to the principle of organisation 43
  44. 44. JASON Jason is a junior. He is very passionate about his new job. Where can he get the right information.? How long should it take? !44
  45. 45. 45 JASON Jason is a junior. He is very passionate about his new job. Where can he get the right information.? How long should it take? !45
  46. 46. JASON Jason love to dance. He meets Elsa, the assistant of the CEO, at the salsa course. They become closer. They talk a lot together, they talk all the time about the company during their free time. Jason has now more information than his supervisor. 46 ELSA
  47. 47. JUNIOR ELSA THIS IS ORGANIZATION 47
  48. 48. JUNI OR ELSA this is structure 48
  49. 49. JUNI OR Agile means organisation over structure. ELSA 49
  50. 50. reference • Diagnosing and solving organizational problems means looking not merely to structural reorganization for answers but to a framework that includes structure and several related factors. • ROBERT H. WATERMAN, JR., THOMAS J. PETERS, AND JULIEN R. PHILLIPS (McKinsey & Company) - June 1980 50
  51. 51. Manufacturing industry is on the verge of a major paradigm shift. This shift will take us away from mass production, way beyond lean manufacturing, into a world of Agile Manufacturing. Agile Manufacturing is a business concept that integrates organisations, people and technology into a meaningful unit by deploying advanced information technologies and flexible and nimble organisation structures to support highly skilled, knowledgeable and motivated people. `Lean’ implies high productivity and quality, but it does not necessarily imply being responsive. `Agile’, on the other hand, stresses the importance of being highly responsive to meet the `total needs’ of the customer, while simultaneously striving to be lean manufacturer whose primary goal is to be lean compromises responsiveness over cost-efficiencies. 51 (Yusuf et al. 1999)
  52. 52. 52 scientific management system thinking sense making utilityoftheparadigm time mass production, automation & commoditisation mass customisation, scalable & reliable technology & communication mass collaboration, widespread social computing, globalization Control of Function Control of information Ability to « situate » a network • command & control • Taylorism • Fordism • Toyota Production System • Lean Manufacturing • Agile Snowden - Cynefin
  53. 53. end of concept 53
  54. 54. before changing, we need to understand how it works 54
  55. 55. 55 structure organisation Boss orders assumption is made that a single person has the whole knowledge subordinates execute orders, managers are planing and executing Leaders assumption is made that leaders gives a direction and participants are focusing to deliver as much value possible to the organization
  56. 56. The situation 56 structure: focus on career within the company: individual value organisation: focus on business value, customer value a lot of decoupled individual initiatives a few high valuable and value bringing initiatives management driven customer driven
  57. 57. so 57 Agileparadigm shiftwhatever
  58. 58. 58 paradigm shift AO structure AVC AWAKEN RUB ICO N paradigm shift paradigm shift
  59. 59. 59 paradigm shift AO structure AVC AWAKEN RUB ICO N paradigm shift paradigm shift WE ARE HERE
  60. 60. agile org model 60 4
  61. 61. 61 Corporate structure organisation plays the game of agile Robustness Responsiveness + + - - • high control • high consistency • growth $$$$ • customer response • pro activity • mastery The path step 1 value is given to structure: my career, my position, control, regulatory projects have a highest priority than customer satisfaction. Managers dictate what agile is. Agile is entertainment and fashion.
  62. 62. Step 2 62 Corporate organisation plays the game of agile + + - - • mostly business-as- usual work • admin work • everything to control the variability in that system • support as commodity • projects • programs • development • research • agile support Managers Leaders reduce waste less managers Through Lean activities. People start to understand the value of agile. Here agile is “methodologies”, a new routine. Micro-management is reduced, management is changing. Operational Excellence and Business Agility are goals.
  63. 63. step 3 63 structure as safe-to-fail boundary organisation plays the game of agile Step 3 light structure protecting the organization from turbulences allowing a safe-to-fail environment • Company is working like a venture capital managing a portfolio of ventures • Product Owners of the organisation are behaving like intrapreneurs • Projects or Programs are Profit Centres • Core structure activity is funding, portfolio management and commodity management. The organisation understands that agile is a system allowing self-management. “Management” is another agile team in charge to protect the organisation from outside. Former managers are agile coaches or leaders.
  64. 64. structure as safe-to-fail boundary step 4 64 organisation plays the game of agile Step 4just enough flat structure • Maturity level is as its highest level • 100% empowered and engaged people working from anywhere • ROWE working model • Working model is similar as Open Space Tech The system is agile and embrace diversity. All participants (agents) in that system are self committing to a coherent purpose. Authority is no longer need, transactional work is automatised or reduced at a just enough level.
  65. 65. our cool tool 65 5
  66. 66. 66 Team: Period: business as usual FRUITS Roots Portfolio highlights only on value —> only fruits are made visible Roots are activities made visible in the Sprint backlog BAU activities are usually Fruits from other teams waste
  67. 67. 67 service request quarterly release product backlog sprint backlog unplanned topics scope enhancements bugs
  68. 68. Team: T Period: BAM banks alignments MIGRATION CASHPOOL CASH POSITION GET FUNDSSEND FUNDS NEW CORRESPON DENCEFW IFRS9 BCMROLL OUT TRMROLL OUT decommissioning custom code authorization management notes management improvements support DIRECT DEBITS MARKET RATES GDPR SCP APPMARKET RATES LOCKBO X BANK STATEMENT PROCESS MBC BALANCE SHEET EXPOSURE TR DASHBOARD
  69. 69. 69 BAM banks CASH POOL CASHGET NEW IFRS9 BCM ROLL TRM ROLL notes DIREC T MARK ET SCP APP LOCK BANK MBC BALAN CE TR DASHB MIGRATION support GDPR structure org
  70. 70. 70 17 teams are harvesting their fruits. “Management” has a consolidated view on the harvest. Every quarter all stakeholders (business, IT, Management, Dev Teams) are defining together next Release as a Management/ Strategic scope freeze
  71. 71. where do we see actual agile frameworks? 71 7
  72. 72. 72
  73. 73. I believe the intention was good but full of cognitive bias. Agile is a social network. A social network has its natural limits (200 people). No need to scale. 73 Corporate structure organisation plays the game of agile Robustness Responsiveness + + - - • high control • high consistency • growth $$$$ • customer response • pro activity • mastery • most of management activities are automatized maintains structural status quo against paradigm shift old paradigm new paradigm Enterprise Scrum V1 Nexus
  74. 74. 74 Corporate structure organisation plays the game of agile + + - - this is about doing more from the bad things. “Organization” means creating wealth for the company and not for the purpose of a functional silo. All activities are cross-functional and teams are mixed from people of all necessary areas to transform demand into value. old paradigm new paradigm finance marketing sales i t support
  75. 75. agile organization challenge if you are global 75 8
  76. 76. 76
  77. 77. 77 1 2 3 4 56 Main locations
  78. 78. 78 main location and subsidiaries new system all org improvements are feeding the new
  79. 79. 79 • For large organisation the challenge is to think that this model is not a transposable pattern. • Organizational development is continuous. Like when the behaviour of a single team changes when a new mate is arriving, the whole organisation will change when people are joining, people are leaving or when the company is merging with another one. • The Agile Org Model is only helping you to understand how your “system” is behaving and where you have to take action.
  80. 80. conclusion 80 9
  81. 81. paradigm shiftOLD NEW AO 81 agile VC D ISCOVERY AWA K EN RUBIC ON + STRUCTURE + ORGANIZATION agile as entertainment agile as methodology agile as mindset agile as organisation WWW.AGILESQR.COM AO - transformation paths
  82. 82. W H A T M A K E S A F E R R A R I T H E B E S T C A R ? JEREMY CLARKSON'S !82
  83. 83. want to learn more? 83
  84. 84. Certified Agile Coach Program 84 • AO will be published soon with the intention to provide guidance and not a check list. • AO is an enhancement of the Agile Coach corpus and its intention is to grow as a “multi-sided platform”. • To be trainer, you have to be coach first, it´s praxis based. • 5 Days deep diving program to address AO, scrum, kanban, agile coaching, facilitation… as a workshop
  85. 85. 85
  86. 86. 86 in the place
  87. 87. www.agilesqr.com !87 Heidelberg, Germany

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