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Scrum Day UA 2017 - re-vers-ify

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The idea of "re-imagining Scrum to re-vers-ify your organisation" as presented by Gunther Verheyen, full-time Scrum Caretaker, at the 2017 Scrum Day UA event.
The event was organised in Kiev, Ukraine on 11 March 2017.

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Scrum Day UA 2017 - re-vers-ify

  1. 1. by Gunther Verheyen Scrum. Connector, writer, speaker, humaniser. re.vers.ify re.imagining your organisation Scrum Day UA 11 March 2017 Kiev, Ukraine
  2. 2. 2Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Are you using Scrum? 1’ YESNo Yes, but
  3. 3. “The future state of Scrum will no longer be called ‘Scrum’. What we now call Scrum will have become the norm, and organizations have re-invented themselves around it.” Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
  4. 4. 4Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Do you remember WHY your organisation started with Scrum? Starting with why? 2’
  5. 5. 5Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee „ agile (adjective) /ˈæʤəl/ 1. Quick and well-coordinated in movement; Nimble, able to act quickly yet gracefully; Lively, able to think and understand quickly. 2. The mindset expressed through the values and principles of the Agile Manifesto. Some ‘just’ want to be Agile
  6. 6. 6Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee • Agility is an organizational state of constant flux, evolution, innovation, adaptation and re-invention. • Agility reflects an enterprise’s capability to continuously adapt, to explore and change direction, to take advantage of opportunities; to be quick and nimble. Agility is why most organisations need Scrum React Explore (options) Lead (Gunther Verheyen, Agility, actually, 2016)
  7. 7. 7Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Agility through Scrum The Customer’s Experience
  8. 8. 8Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee If Scrum itself is so difficult, in order to transform, will scaling do the job, or shall we un-grow a bit first? Simple, not easy
  9. 9. 9Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee A brief history of organisational design (the growth trap) Skills Leadership Governance Functions Business IT Executives Skills Leadership
  10. 10. 13Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee The result? The “Big Bang” syndrome. THE MEDUSA EFFECT Do NOT touch that system!
  11. 11. 14Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee What’s your organisation’s plan to survive the future? 2’ Big Fat Emperor A 1000 Paper Cuts Some Emperor’s Breakfast The Snake Within
  12. 12. We used to be organised for results. We then re-organised for functions. There is a way forward.
  13. 13. 16Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee „ reversify (verb) /(ˈ)rē+ˈvər-sə-ˌfī/ 1. To formulate anew in verse; To turn (a text) into verse again; To rework (a piece of verse) into a different form. 2. To re-emerge an organisation drawing on people’s imagination. To re.vers.ify is a verb
  14. 14. 17Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee An act of • Simplicity • Rhythm • Focus For companies wanting to: • Converge all things ‘Agile’ • Uplift their Scrum • Emerge, grow, and un-grow structures • Innovate (again) What if you would act for the positive? re.vers.ify re.imagining your organisation (by growing a Scrum Studio)
  15. 15. Re.imagining your Scrum to re.vers.ify your organisation
  16. 16. 19Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Product = one software system, service or application Common challenges with Scrum Product Owner 1 2 3 4
  17. 17. 20Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee • Select a meaningful initiative (project/product/service) • For the selected initiative: – Use Product Backlog as your plan – Reset your accountabilities: • Product Owner • Scrum Master • Development Team(s) – Facilitate with tools, infrastructure and a (team) space • Create release candidates every 1-4 weeks – Through a controlled and automated deployment pipeline Re.imagine your Scrum
  18. 18. 21Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Product = a software system, service or application Growing Scrum (1): add products 1 . P r o d u c t s
  19. 19. 22Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Product = A consumer product or service Growing (2): expand ‘product’ 1 . P r o d u c t s 2. Disciplines
  20. 20. 23Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee 1. Product Management and product delivery are organized separately but connected through the Product Owner. Delivering products with Scrum Product Sales Marketing Delivery Strategy Financials … Scrum Owner
  21. 21. 24Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee 2. Product Management and product delivery are integrated in a Product hub. Product Owner is the product-CEO. Re.imagining Scrum Product Sales Marketing Delivery Strategy Financials … Owner Scrum
  22. 22. 25Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Product Owners synchronize priorities. Investment decisions are taken empirically. Aligning ProductsValue/Budget Delivered/Forecasted
  23. 23. 26Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Think nervous system Product Hubs (distribution of) Leadership Purpose
  24. 24. 27Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee The common approach • Overtime • Low quality • More resources • Harder deadlines • The interventionist manager • More plans • Rush, not reflect • Committed, focused, engaged people • Increased team effectiveness through collaboration, autonomy & self-organization • Skills, practices & standards • Infrastructure, tooling & automation • Removal of Impediments • Elimination of low value Managing to make it happen The unusual suspects
  25. 25. 28Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Adding a feedback loop for empirical management Measure Facilitate • Skills, Knowledge, Understanding  Product managers  Managers  Developers • Practices, Tools, Standards ‘Scrum’ ‘Agility’
  26. 26. 29Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Value InnovationAdaptability Managing for Agility Key Agility Areas Release Cadence Release Stabilization (‘Done-ness’) Lead/Cycle Time Dead Code Index Feature Usage Index Feature Turnover Rate Product Turnover Rate Financial Returns Employee Engagement Customer Satisfaction
  27. 27. 30Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Predictive Management • Long-term detailed plans • Assign and control work • Maximize capacity • Keep all on schedule • Meeting and report driven • Step in to fix all problems • Provide external motivators ($, career) • Purpose, goals, vision • Foster the environment • Remove Impediments • Attend Sprint Reviews • Share incremental feedback • Manage for value • Autonomy, mastery, purpose Shifts happen Empirical Management
  28. 28. Agility… • can’t be planned • can’t be dictated • has no end-state • can’t be copied Grow your own model. Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
  29. 29. 32Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee About Gunther Verheyen Independent Scrum Caretaker • eXtreme Programming and Scrum since 2003 • Professional Scrum Trainer • Shepherded Professional Scrum at Scrum.org • Co-created Agility Path, Nexus and Scaled Professional Scrum framework at Scrum.org • Author of “Scrum – A Pocket Guide” (“Scrum Wegwijzer”, “Scrum Taschenbuch”) Mail gunther.verheyen@mac.com Twitter @Ullizee Blog http://guntherverheyen.com

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