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AO, the future of agile organisations the sap case #3
The document discusses agile practices for organizations, beginning with an overview of an agile tour in London. It then focuses on values that organizations should prioritize, such as agile methods, organizations, or SAP case studies. The remainder of the document provides ideas and examples for how organizations can transition to being more agile through practices related to processes, tools, infrastructure, and mindset changes.
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AO, the future of agile organisations the sap case #3
- 1. the future ofagile Organisations the SAP case 1 e x t e n d e d agile tour London 2018
- 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
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- 4. what do you valuethe most? 4
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- 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 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 what means scrum? READYDONE using scrum
- 16. 16 composition of ascrum 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 1 E2e process more E2e processes moreE2e 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 build measure learn working software the end-to-end (E2E)process is the outcome and not the input of a development process
- 19. 19 minimal Toolbox toget the job done BP M MATURITY PROCESS IM PACT M APPING ATTD OR BDD
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- 25. 25 1 2 34 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 . .
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- 27. 27 1 2 34 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 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 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
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- 31. 31 contract blue print validatescontract. 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 C U ST 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!
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- 40. #1 the storyof the farmer • metaphor to the principle of structure 40
- 41. 41 KING FA RMER KING RECRUITEDBY 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 CEO WORKER is valid onlyif a single person can embrace the full knowledge people are commodities assisting the boss in his job no longer possible, since decades
- 43. #2 the storyof Jason • metaphor to the principle of organisation 43
- 44. JASON Jason is ajunior. He is very passionate about his new job. Where can he get the right information.? How long should it take? !44
- 45. 45 JASON Jason is ajunior. He is very passionate about his new job. Where can he get the right information.? How long should it take? !45
- 46. JASON Jason love todance. 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
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- 48. JUNI OR ELSA this isstructure 48
- 49. JUNI OR Agile meansorganisation over structure. ELSA 49
- 50. reference • Diagnosing andsolving 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. Manufacturing industry ison 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 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
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- 54. before changing, we needto understand how it works 54
- 55. 55 structure organisation Boss orders assumption ismade 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. The situation 56 structure: focus on careerwithin 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
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- 58. 58 paradigm shift AO structure AVC AWAKEN RUB ICON paradigm shift paradigm shift
- 59. 59 paradigm shift AO structure AVC AWAKEN RUB ICON paradigm shift paradigm shift WE ARE HERE
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- 61. 61 Corporate structure organisation plays the gameof 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. Step 2 62 Corporate organisation playsthe 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. step 3 63 structure assafe-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. structure as safe-to-failboundary 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.
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- 66. 66 Team: Period: business as usual FRUITS Roots Portfolio highlightsonly 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 service request quarterly release product backlog sprintbacklog unplanned topics scope enhancements bugs
- 68. Team: T Period: BAM banks alignments MIGRATION CASHPOOL CASH POSITION GET FUNDSSEND FUNDS NEW CORRESPON DENCEFW IFRS9 BCMROLL OUT TRMROLL OUT decommissioning customcode 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
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- 70. 70 17 teams are harvestingtheir 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. where do wesee actual agile frameworks? 71 7
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- 73. I believe theintention 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 Corporate structure organisation plays the gameof 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. agile organization challenge ifyou are global 75 8
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- 77. 77 1 2 3 4 56 Mainlocations
- 78. 78 main location and subsidiaries newsystem all org improvements are feeding the new
- 79. 79 • For largeorganisation 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.
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- 81. paradigm shiftOLD NEW AO 81 agileVC 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. W H AT 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
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- 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
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