Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
by Scrum.org – Improving the Profession of Software Development
Empirical Management Explored
Evidence-Based Managing of S...
2© 1993-2015 Scrum.org, All Rights Reserved
MIN
3
What kind of organization do you work at?
Raise your hand if:
• It’s a p...
3© 1993-2015 Scrum.org, All Rights Reserved
Have you also heard?
“Managers are useless and not
needed in (an) Agile
(organ...
4© 1993-2015 Scrum.org, All Rights Reserved
An Agile Organization?
Looking for a definition
"If you haven't found it yet, ...
5© 1993-2015 Scrum.org, All Rights Reserved
“Agile”
The mindset expressed in the 4 value
statements and 12 principles of t...
6© 1993-2015 Scrum.org, All Rights Reserved
Fascinating opinions exist on the state
of Agile
7© 1993-2015 Scrum.org, All Rights Reserved
Agile Is Dead
“[Agile] has been greatly
abetted by the legions of Agile
consul...
8© 1993-2015 Scrum.org, All Rights Reserved
Agile Is Not Dead
“Fact is, most teams are doing
Scrum wrong; plenty of people...
9© 1993-2015 Scrum.org, All Rights Reserved
Agile Has Failed
“The original agile manifesto
was very much about self
organi...
10© 1993-2015 Scrum.org, All Rights Reserved
Agile Is The Future
“The Agile Manifesto was
written to express shared
values...
11© 1993-2015 Scrum.org, All Rights Reserved
MIN
2
What is the state of Agile and Scrum in
your organization?
The State of...
12© 1993-2015 Scrum.org, All Rights Reserved
“Agility”
• Agility is a state envisioned by moving to Agile processes.
– The...
13© 1993-2015 Scrum.org, All Rights Reserved
Remember?
“Our highest priority is to satisfy the
customer through early and ...
14© 1993-2015 Scrum.org, All Rights Reserved
“Our highest priority is to satisfy the
customer through early and
continuous...
15© 1993-2015 Scrum.org, All Rights Reserved
Scrum is a Stance (too)
Empirical Management Explored
"If you haven't found i...
16© 1993-2015 Scrum.org, All Rights Reserved
Scrum Resolves Complexity (1995)
17© 1993-2015 Scrum.org, All Rights Reserved
Scrum Expresses Agile (2001)
A bounded environment for
action
• People center...
18© 1993-2015 Scrum.org, All Rights Reserved
Scrum Is a Stance (too)
Embrace
simplicity, rather
than adding
complexity.
19© 1993-2015 Scrum.org, All Rights Reserved
Grow your Implementation of Scrum
The Scrum Framework The Scrum Stance Profes...
20© 1993-2015 Scrum.org, All Rights Reserved
People employ empiricism to optimize
the value of their work.
The Scrum Stance
21© 1993-2015 Scrum.org, All Rights Reserved
Managing for Value
Empirical Management Explored
“Scrum Teams manage themselv...
22© 1993-2015 Scrum.org, All Rights Reserved
How Software Development Is Typically Managed
• IT is a cost center.
• Softwa...
23© 1993-2015 Scrum.org, All Rights Reserved
Are you looking to increase output, or
optimize the value of your output?
Del...
24© 1993-2015 Scrum.org, All Rights Reserved
MIN
2
How would you define ‘value’ for your
organization?
Understanding Value
25© 1993-2015 Scrum.org, All Rights Reserved
Three Foundational Questions for Agility
1. Are we currently creating value?
...
26© 1993-2015 Scrum.org, All Rights Reserved
Measure One Level Up. Valuable software, not teams.
1. Direct
Value
3. Abilit...
27© 1993-2015 Scrum.org, All Rights Reserved
Feedback Loops to Maximize Value
Measure
Facilitate
Change
• Skills, Knowledg...
28© 1993-2015 Scrum.org, All Rights Reserved
Managing is a Shared Responsibility
• Scrum Masters manage
Scrum
• Product Ow...
29© 1993-2015 Scrum.org, All Rights Reserved
The Scrum Stance for ‘Managers’
• Inspect the value of software
– Use key val...
30© 1993-2015 Scrum.org, All Rights Reserved
Empirical Management
– Implements the Scrum Stance
– Optimizes Software Value...
31© 1993-2015 Scrum.org, All Rights Reserved
Scrum to Grow Change
Agility is a Path
“Adopting a mindset of empiricism and ...
32© 1993-2015 Scrum.org, All Rights Reserved
Addressing the Organization
33© 1993-2015 Scrum.org, All Rights Reserved
Customer-Oriented Product Development
CoP
34© 1993-2015 Scrum.org, All Rights Reserved
Incremental Change Throughout the Organization
35© 1993-2015 Scrum.org, All Rights Reserved
Grow a Networked Organization
Loose
coupling, tight
cohesion
36© 1993-2015 Scrum.org, All Rights Reserved
Prepare for Some Challenges
• The illusion of command and control
• The belie...
37© 1993-2015 Scrum.org, All Rights Reserved
Agility is a managed state of continuous
adaptation toward optimizing value:
...
38© 1993-2015 Scrum.org, All Rights Reserved
Closing
Empirical Management Explored
39© 1993-2015 Scrum.org, All Rights Reserved
“The future state of Scrum will no longer
be called ‘Scrum’. What we now call...
40© 1993-2015 Scrum.org, All Rights Reserved
About
Gunther Verheyen
• eXtreme Programming and Scrum since 2003
• Professio...
41© 1993-2015 Scrum.org, All Rights Reserved
Scrum.org is a community. Connect.
Twitter
@scrumdotorg
LinkedIn
LinkedIn.com...
42© 1993-2015 Scrum.org, All Rights Reserved
Thank you
Upcoming SlideShare
Loading in …5
×

Empirical Management - Scrum Days Poland 2015

1,556 views

Published on

Gunther Verheyen presented "Empirical Management" in the executive track of the first edition of the Scrum Days Poland in Warsaw.
The presentation unites Gunther's views on management, the organization and leadership in an Agile context with his experience and expertise in Scrum. It is an exploration of how to apply evidence-based managing of software.
This is the full version of the presentation. Time was too short to go through it completely. Highest value was still delivered.
Gunther shepherds the Professional series at Scrum.org and is Ken Schwaber's partner for Europe.

Published in: Business
  • Be the first to comment

  • Be the first to like this

Empirical Management - Scrum Days Poland 2015

  1. 1. by Scrum.org – Improving the Profession of Software Development Empirical Management Explored Evidence-Based Managing of Software Gunther Verheyen Shepherding the Professional series Scrum.org Scrum Days Poland Exec Track May 29, 2015 Warsaw
  2. 2. 2© 1993-2015 Scrum.org, All Rights Reserved MIN 3 What kind of organization do you work at? Raise your hand if: • It’s a pure software company • Software is crucial (critical) for your company • Scrum is used for software development • It’s an Agile organization • An organization that is gradually becoming Agile • An organization where Agile is seen as the new fad (like Prince2, CMMi, Lean, etc.) Short Survey About You
  3. 3. 3© 1993-2015 Scrum.org, All Rights Reserved Have you also heard? “Managers are useless and not needed in (an) Agile (organization).” An endangered species?
  4. 4. 4© 1993-2015 Scrum.org, All Rights Reserved An Agile Organization? Looking for a definition "If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it.” -Steve Jobs
  5. 5. 5© 1993-2015 Scrum.org, All Rights Reserved “Agile” The mindset expressed in the 4 value statements and 12 principles of the “Manifesto for Agile Software Development”
  6. 6. 6© 1993-2015 Scrum.org, All Rights Reserved Fascinating opinions exist on the state of Agile
  7. 7. 7© 1993-2015 Scrum.org, All Rights Reserved Agile Is Dead “[Agile] has been greatly abetted by the legions of Agile consultants. By stressing the practices, they have corrupted what Agile was about.” http://www.drdobbs.com/architecture-and-design/the-corruption-of-agile/240166698
  8. 8. 8© 1993-2015 Scrum.org, All Rights Reserved Agile Is Not Dead “Fact is, most teams are doing Scrum wrong; plenty of people misapply Kanban; and most organizations have no idea how to introduce Management 3.0 practices. But that’s nothing new.” http://www.noop.nl/2014/06/agile-is-not-dead.html
  9. 9. 9© 1993-2015 Scrum.org, All Rights Reserved Agile Has Failed “The original agile manifesto was very much about self organizing teams, it would be great if we could get back to that. In the meantime, the word ‘agile’ has become so abused, that we should stop using it.” http://java.dzone.com/articles/coconut-headphones-why-agile
  10. 10. 10© 1993-2015 Scrum.org, All Rights Reserved Agile Is The Future “The Agile Manifesto was written to express shared values of people who saw a new way of developing software. […] many in our industry will continue to build better and better software based on these values.” http://kenschwaber.wordpress.com/2013/06/11/agile-fad/
  11. 11. 11© 1993-2015 Scrum.org, All Rights Reserved MIN 2 What is the state of Agile and Scrum in your organization? The State of Agile (2015)
  12. 12. 12© 1993-2015 Scrum.org, All Rights Reserved “Agility” • Agility is a state envisioned by moving to Agile processes. – The adoption of Agile processes for product development is an important foundation. • Agility is the state of constant re-invention, and high responsiveness, speed and adaptiveness, while controlling risks and maintaining the creation of value. – It takes time for agility to settle in the hearts and minds of the people.
  13. 13. 13© 1993-2015 Scrum.org, All Rights Reserved Remember? “Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.” How is that for a purpose?
  14. 14. 14© 1993-2015 Scrum.org, All Rights Reserved “Our highest priority is to satisfy the customer through early and continuous delivery of valuable products and services.” A Suggested Purpose for an Agile Organization
  15. 15. 15© 1993-2015 Scrum.org, All Rights Reserved Scrum is a Stance (too) Empirical Management Explored "If you haven't found it yet, keep looking. Don't settle. As with all matters of the heart, you'll know when you find it.” -Steve Jobs
  16. 16. 16© 1993-2015 Scrum.org, All Rights Reserved Scrum Resolves Complexity (1995)
  17. 17. 17© 1993-2015 Scrum.org, All Rights Reserved Scrum Expresses Agile (2001) A bounded environment for action • People centered • Controls risk (time-boxing) • Feedback loops for validated learning • Goal driven • Thrives on discovery • Delivers Value
  18. 18. 18© 1993-2015 Scrum.org, All Rights Reserved Scrum Is a Stance (too) Embrace simplicity, rather than adding complexity.
  19. 19. 19© 1993-2015 Scrum.org, All Rights Reserved Grow your Implementation of Scrum The Scrum Framework The Scrum Stance Professional Scrum Professional Scrum Starter Scrum Values and Principles Technical Excellence
  20. 20. 20© 1993-2015 Scrum.org, All Rights Reserved People employ empiricism to optimize the value of their work. The Scrum Stance
  21. 21. 21© 1993-2015 Scrum.org, All Rights Reserved Managing for Value Empirical Management Explored “Scrum Teams manage themselves. You don’t manage them. You set goals.” -Ken Schwaber
  22. 22. 22© 1993-2015 Scrum.org, All Rights Reserved How Software Development Is Typically Managed • IT is a cost center. • Software development is an expense, some of which may be capitalized. • Expenditures are ‘managed’ through projects. • Scrum is the new methodological flavor for ‘delivery’ (from IT to business). Success = f { Planned_Time, Predicted_Scope, Allocated_Budget }
  23. 23. 23© 1993-2015 Scrum.org, All Rights Reserved Are you looking to increase output, or optimize the value of your output? Delighting Customers?
  24. 24. 24© 1993-2015 Scrum.org, All Rights Reserved MIN 2 How would you define ‘value’ for your organization? Understanding Value
  25. 25. 25© 1993-2015 Scrum.org, All Rights Reserved Three Foundational Questions for Agility 1. Are we currently creating value? 2. Are we able to sustain that value? 3. Are we able to discover new value?
  26. 26. 26© 1993-2015 Scrum.org, All Rights Reserved Measure One Level Up. Valuable software, not teams. 1. Direct Value 3. Ability to innovate 2. Time to Market Key Value Areas Release Frequency Release Stabilization Cycle Time Installed Version Index Usage Index Innovation Rate Defect Density Revenue per Employee Employee Satisfaction Customer Satisfaction
  27. 27. 27© 1993-2015 Scrum.org, All Rights Reserved Feedback Loops to Maximize Value Measure Facilitate Change • Skills, Knowledge, Understanding  Product managers  Managers  Developers • Practices, Tools, Standards Secondary Measurements Primary Measurements
  28. 28. 28© 1993-2015 Scrum.org, All Rights Reserved Managing is a Shared Responsibility • Scrum Masters manage Scrum • Product Owners manage investments • Development Teams self- manage (tasks, work, time) • ‘Managers’ manage boundaries, goals and objectives
  29. 29. 29© 1993-2015 Scrum.org, All Rights Reserved The Scrum Stance for ‘Managers’ • Inspect the value of software – Use key value indicators to create transparency • So how work is done can be adapted – By facilitating change to the organization, the environment, the teams
  30. 30. 30© 1993-2015 Scrum.org, All Rights Reserved Empirical Management – Implements the Scrum Stance – Optimizes Software Value – Employs Primary Evidence
  31. 31. 31© 1993-2015 Scrum.org, All Rights Reserved Scrum to Grow Change Agility is a Path “Adopting a mindset of empiricism and adaptiveness is beneficial to entire organizations.” -Gunther Verheyen
  32. 32. 32© 1993-2015 Scrum.org, All Rights Reserved Addressing the Organization
  33. 33. 33© 1993-2015 Scrum.org, All Rights Reserved Customer-Oriented Product Development CoP
  34. 34. 34© 1993-2015 Scrum.org, All Rights Reserved Incremental Change Throughout the Organization
  35. 35. 35© 1993-2015 Scrum.org, All Rights Reserved Grow a Networked Organization Loose coupling, tight cohesion
  36. 36. 36© 1993-2015 Scrum.org, All Rights Reserved Prepare for Some Challenges • The illusion of command and control • The belief in magic • Micro-management of work “This won’t work in our organization.”
  37. 37. 37© 1993-2015 Scrum.org, All Rights Reserved Agility is a managed state of continuous adaptation toward optimizing value: – Agility can’t be planned – Agility can’t be dictated – Agility has no end state
  38. 38. 38© 1993-2015 Scrum.org, All Rights Reserved Closing Empirical Management Explored
  39. 39. 39© 1993-2015 Scrum.org, All Rights Reserved “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
  40. 40. 40© 1993-2015 Scrum.org, All Rights Reserved About Gunther Verheyen • eXtreme Programming and Scrum since 2003 • Professional Scrum Trainer • Directing the Professional series at Scrum.org • Co-developing the Scaled Professional Scrum framework at Scrum.org • Author of “Scrum – A Pocket Guide (A Smart Travel Companion)” (2013) Mail gunther.verheyen@scrum.org Twitter @Ullizee Blog http://guntherverheyen.com
  41. 41. 41© 1993-2015 Scrum.org, All Rights Reserved Scrum.org is a community. Connect. Twitter @scrumdotorg LinkedIn LinkedIn.com /company/Scrum.or g Facebook Facebook.com /Scrum.org Forums Scrum.org /Community RSS Scrum.org/RSS
  42. 42. 42© 1993-2015 Scrum.org, All Rights Reserved Thank you

×