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AO, the sap case

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AO, agile Organisation is a new framework allowing agile experimenting within a simple structure. The SAP case explains how and why we tried it.

Published in: Leadership & Management
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AO, the sap case

  1. 1. the future of agile Organisations the SAP case 1
  2. 2. 2 who am I?
  3. 3. SAP? 3 1
  4. 4. 4
  5. 5. SAP & Agile? 5 2
  6. 6. 6
  7. 7. round #1 7 3
  8. 8. 8
  9. 9. first ideas 9
  10. 10. 10 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
  11. 11. 11 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
  12. 12. 12 what means scrum? READY DONE using scrum
  13. 13. 13 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
  14. 14. 14 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
  15. 15. 15 build measure learn working software the end-to-end (E2E) process is the outcome and not the input of a development process
  16. 16. 16 minimal Toolbox to get the job done BP M MATURITY PROCESS IM PACT M APPING ATTD OR BDD
  17. 17. agile deployment strategy 17
  18. 18. 18 improve demand deliver improve capacity improve capability improve the whole 1 2 4 3 5 6 restart
  19. 19. changing the org 19 4
  20. 20. 20
  21. 21. 21 plan AA
  22. 22. 22 1 2 3 4 Distille 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 . .
  23. 23. 23
  24. 24. 24 1 2 3 4 Distille 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?
  25. 25. 25 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
  26. 26. 26 Bplan B
  27. 27. 27
  28. 28. 28 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 WINS / THEY LOOSE LOOSE/ LOOSE LOOSE/ LOOSE Tada!VALUE/EFFICIENCY CURVE
  29. 29. 29 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!
  30. 30. 30 Cplan C
  31. 31. 31 Dplan D
  32. 32. 32 Eplan E
  33. 33. 33
  34. 34. keys for agile Organisations 34 5
  35. 35. 35 AO
  36. 36. before changing, we need to understand how it works 36
  37. 37. 37 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
  38. 38. The situation 38 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
  39. 39. 39 Self directed Teams (Agile) Traditional Organization customer-driven management driven multi-skilled workforce workforce of isolated specialists few job descriptions Many Job Descriptions Information widely shared Information limited Few levels of management Many levels of Management Whole-business focus Function/department focus Shared goals Segregated goals Seemingly chaotic Seemingly organized Purpose achievement emphasis Problem-solving emphasis High worker commitment High Management commitment Continuous improvements Incremental improvements Self-controlled Management-controlled Values/principles based Policy/procedure based organisation structure Our challenge is to switch the organisation from traditional to self directed AO
  40. 40. agile org model 40 6
  41. 41. 41
  42. 42. 42 Corporate structure organisation plays the game of agile Robustness Responsiveness + + - - • high control • high consistency • growth $$$$ • customer response • pro activity • mastery The path step 1
  43. 43. 43 Corporate structure organisation plays the game of agile Robustness Responsiveness + + - - • high control • high consistency • growth $$$$ • customer response • pro activity • mastery The path step 1 orderedrobust system disorderedresponsivesystem
  44. 44. Step 2 44 Corporate organisation plays the game of agile + + - - • mostly business-as- usual work • admin work • everything to control the variability in that system • support as commodity • projects • programs • development • research • agile support Managers Leaders reduce waste less managers
  45. 45. step 3 45 structure as safe-to-fail boundary organisation plays the game of agile Step 3 light structure protecting the organization from turbulences allowing a safe-to-fail environment • Company is working like a venture capital managing a portfolio of ventures • Product Owners of the organisation are behaving like intrapreneurs • Projects or Programs are Profit Centres • Core structure activity is funding, portfolio management and commodity management.
  46. 46. structure as safe-to-fail boundary step 4 46 organisation plays the game of agile Step 4just enough flat structure • Maturity level is as its highest level • 100% empowered and engaged people working from anywhere • ROWE working model • Working model is similar as Open Space Tech
  47. 47. where do we see actual agile frameworks? 47 7
  48. 48. 48
  49. 49. 49 Corporate structure organisation plays the game of agile Robustness Responsiveness + + - - • high control • high consistency • growth $$$$ • 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
  50. 50. 50 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
  51. 51. agile organization challenge if you are global 51 8
  52. 52. 52
  53. 53. 53 1 2 3 4 56 Main locations
  54. 54. 54 main location and subsidiaries new system all org improvements are feeding the new
  55. 55. 55 • For large organization 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 organization 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.
  56. 56. conclusion 56 9
  57. 57. paradigm shiftOLD NEW AO 57 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
  58. 58. www.agilesqr.com 58 Sydney, March 1st 2019
  59. 59. 59 agile² agile² GmbH - Heidelberg (Germany) - www.agilesqr.com http://yunikon.academy yunikon academy EVOLUCÓN DEL TRABAJO

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