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Scrum X
as complex adaptive system
1
agile coach
pierre.neis@agilesqr.com
Pierre E. Neis
2
what?
3
Why scrum X?
like a process
like a project
like a development
like an organization
High engaged peoplecommodities
4
so what?
5
basic principle 1:
“set the stage”
safe to fail
container
one idea
comes in a couple
of
options
comes
out
6
basic principle 2:
“everything is not an option”
[time bound]
safe to fail
container
one idea
comes in a decision
has to b...
basic principle 3:
“decide”
one idea
comes in
From one sprint to another, all the stakeholders are learning
and narrowing ...
basic principle 4:
“avoid never ending stories”
one idea
comes in
[time bound]
safe to fail
container
[sprint]
[time bound...
basic principle 5:
“human relations”
safe-to-fail
container
people
interacting
together
information can
be pulled in the
c...
Basic principle 6:
“Keep the balance”
one idea
comes in
[time bound]
safe to fail
container
Balance is everything
demand/
...
Basic principle 7:
“what do you really want?”
Burning Down
- great customer
experience
- clear direction
- +motivation +
e...
Basic principle 10:
“set the pace”
high risk
high
incertitude
simple work
1 2 3 4Nb weeks
perfect fit
great for fast feedba...
coherence resilience
Main principle
treat people as
adults
ask the
team
deliver
each
time
inspect & adapt
14
and what?
15
Constraints
Stable team (totally dedicated)
Team size: > 5, < 9 (over 9 you
are losing dynamics)
Clear vision: start with ...
Prioritizations
fruits: values
roots: nurturesbusiness as usual:
transactional work
17
Steams of value
Monthly meeting points
businessvalue
knowledge value
Knowledge Value:
analysis
research
problem solving
so...
ORGANISATION
MANAGEMENT
Organization Model
AGILE TEAMS
business
owner
coach
customer
strategy
business
tactics
19
onceyougot
thedinosaur,
bewareon
blackswans
agile²
20
to shape
you bold
www.agilesqr.com | Heidelberg
21
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Scrum x version 2

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scrum as an organizational framework

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Scrum x version 2

  1. 1. Scrum X as complex adaptive system 1
  2. 2. agile coach pierre.neis@agilesqr.com Pierre E. Neis 2
  3. 3. what? 3
  4. 4. Why scrum X? like a process like a project like a development like an organization High engaged peoplecommodities 4
  5. 5. so what? 5
  6. 6. basic principle 1: “set the stage” safe to fail container one idea comes in a couple of options comes out 6
  7. 7. basic principle 2: “everything is not an option” [time bound] safe to fail container one idea comes in a decision has to be taken on what to keep and what to leave [sprint] 7
  8. 8. basic principle 3: “decide” one idea comes in From one sprint to another, all the stakeholders are learning and narrowing down to the most acceptable solution in a resilient manner. [time bound] safe to fail container [sprint] [time bound] safe to fail container [sprint] 8
  9. 9. basic principle 4: “avoid never ending stories” one idea comes in [time bound] safe to fail container [sprint] [time bound] safe to fail container [sprint] Proceed until you reach a valid outcome 9
  10. 10. basic principle 5: “human relations” safe-to-fail container people interacting together information can be pulled in the containerinformation cannot be pushed in the container 10
  11. 11. Basic principle 6: “Keep the balance” one idea comes in [time bound] safe to fail container Balance is everything demand/ capability development/ customer experience development/support/ architecture/QA/Processes 11
  12. 12. Basic principle 7: “what do you really want?” Burning Down - great customer experience - clear direction - +motivation + engagement Burning Up - R&D - good for new solutions - engineering/ development focused - risk to not respond to market needs Low brainer - just keeping people busy - no motivation - no achievement - command and control Engagement 25 % 25 % 25 % 25 %Scrum Team Customers Management Users Engagement 7 % 37 % 19 % 37 % Engagement 70 % 22 % 9 % great PO no PO a lot of Business Analysts 12
  13. 13. Basic principle 10: “set the pace” high risk high incertitude simple work 1 2 3 4Nb weeks perfect fit great for fast feedback foster sharp prioritisation foster great communication consensus arguments are that 2 weeks are too small low dynamics no more achievements if 2 weeks only valid for research & development longer meetings fit best for multiple teams alignment sprint lengths 13
  14. 14. coherence resilience Main principle treat people as adults ask the team deliver each time inspect & adapt 14
  15. 15. and what? 15
  16. 16. Constraints Stable team (totally dedicated) Team size: > 5, < 9 (over 9 you are losing dynamics) Clear vision: start with the end in mind No change during a sprint only development changes 16
  17. 17. Prioritizations fruits: values roots: nurturesbusiness as usual: transactional work 17
  18. 18. Steams of value Monthly meeting points businessvalue knowledge value Knowledge Value: analysis research problem solving solutions innovation knowledge acquisition Business Value: development customisation projects sprints 18 PierreNeis
  19. 19. ORGANISATION MANAGEMENT Organization Model AGILE TEAMS business owner coach customer strategy business tactics 19
  20. 20. onceyougot thedinosaur, bewareon blackswans agile² 20
  21. 21. to shape you bold www.agilesqr.com | Heidelberg 21

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