Agile Business @ Cyberforum Infomarkt 2012

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Managementframework ‚Scrum‘ – Enthusiastic instead of simply satisfied customers

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Agile Business @ Cyberforum Infomarkt 2012

  1. 1. Erfolgreich mit Scrum - der Wissensarbeiter Managementframework Scrum Begeisterung statt Zufriedenheit der Kunden All information © bor!sgloger, 2012 Infomarkt @ Cyberforum 22.05.2012Dienstag, 22. Mai 12
  2. 2. Story http://www.cio.de/scrum/2265436/index.htmlDienstag, 22. Mai 12
  3. 3. Dienstag, 22. Mai 12 MacBook All information © bor!sgloger, 2012
  4. 4. Dienstag, 22. Mai 12 MacBook All information © bor!sgloger, 2012
  5. 5. Dienstag, 22. Mai 12 Coffee All information © bor!sgloger, 2012
  6. 6. When you start here? All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  7. 7. Dienstag, 22. Mai 12 Moderne All information © bor!sgloger, 2012
  8. 8. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  9. 9. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  10. 10. Now: a Factory Worker is 100 times more All information © bor!sgloger, 2012 productiveDienstag, 22. Mai 12
  11. 11. That is a Success! All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  12. 12. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012 HOW?
  13. 13. The invention of 1890 to 1920: All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  14. 14. Dienstag, 22. Mai 12 Management All information © bor!sgloger, 2012
  15. 15. Management challenge around 1880 to 1920? All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  16. 16. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  17. 17. changing farmers and All information © bor!sgloger, 2012service people tofactory peopleDienstag, 22. Mai 12
  18. 18. WE HAVE made tremendous progress in our ability to operate complicated systems, even large ones; we’ve done this by studying breakdowns and adjusting accordingly.Dienstag, 22. Mai 12
  19. 19. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  20. 20. Dienstag, 22. Mai 12 Post Moderne All information © bor!sgloger, 2012
  21. 21. Dienstag, 22. Mai 12 1950 All information © bor!sgloger, 2012
  22. 22. „Without management the modern organization is not possible.“ He was saying that management was not a science or an art. It was a profession, like medicine or law. It was about getting the very best out of people. Peter Drucker "the man who invented management" (New York Times).Dienstag, 22. Mai 12
  23. 23. Knowledge Worker All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  24. 24. Dienstag, 22. Mai 12 Hospital All information © bor!sgloger, 2012
  25. 25. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  26. 26. People like you and me: university degree and/or a profound business training All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  27. 27. We are not manageable - we are professionals who know what to do All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  28. 28. All information © bor!sgloger, 2012 We are not managable - we are professionals who know what to doDienstag, 22. Mai 12
  29. 29. Individual person vs. organization All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  30. 30. DRUCKER was right - complex products or services need a lot of people! All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  31. 31. So we need a way to create an organization that balances the knowledge worker with the needs of an All information © bor!sgloger, 2012 organizationDienstag, 22. Mai 12
  32. 32. Dienstag, 22. Mai 12
  33. 33. Passion for Products Finding the right TALENTSDienstag, 22. Mai 12
  34. 34. On what level must such an organization serve its knowledge worker? All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  35. 35. What type of organization does this today? All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  36. 36. Dienstag, 22. Mai 12 Hospital All information © bor!sgloger, 2012
  37. 37. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  38. 38. Dienstag, 22. Mai 12
  39. 39. Dienstag, 22. Mai 12
  40. 40. Dienstag, 22. Mai 12
  41. 41. Dienstag, 22. Mai 12
  42. 42. Professional Service Firms All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  43. 43. a Strategy Means of Implementing Strategy All information © bor!sgloger, 2012 StarsDienstag, 22. Mai 12
  44. 44. Dienstag, 22. Mai 12
  45. 45. tools that can help us understand the constant interactions of numerous elements and the impact of rare but extreme events. By taking steps to mitigate risks, making measured tradeoffs that keep early failures small, and gathering diverse thinkers who can deal creatively with variation, we can approach decision making in our complex organizations with more confidence and increase our chances of success.Dienstag, 22. Mai 12
  46. 46. We need new management tools on all levels: All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  47. 47. tools that can help us understand the constant interactions of numerous elements and the impact of rare but extreme events. By taking steps to mitigate risks, making measured tradeoffs that keep early failures small, and gathering diverse thinkers who can deal creatively with variation, we can approach decision making in our complex organizations with more confidence and increase our chances of success.Dienstag, 22. Mai 12
  48. 48. Tools that human-centric flat create an federalistic distributed innovative organization adaptive that is: re-inventing fast disruptiveDienstag, 22. Mai 12
  49. 49. How?Dienstag, 22. Mai 12
  50. 50. Theory U Seeing to PerformingDienstag, 22. Mai 12
  51. 51. All information © bor!sgloger, 2012 KANBAN OO SCRUMDienstag, 22. Mai 12
  52. 52. All information © bor!sgloger, 2012 Visibility plus RhythmDienstag, 22. Mai 12
  53. 53. 8 principles for going beyond product development and software development All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  54. 54. Customer Pixar delight All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  55. 55. Focus When Jobs returned to Apple in 1997, one of the first things he did was trim the product line, focusing employees on four clear projects. He liked to explain his strategy while drawing on a whiteboard, like a professor of management. -- Fast Company, http://www.fastcompany.com/magazine/ 165/steve-jobs-legacy-tapes All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  56. 56. one movie at a time All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  57. 57. LIMIT work in progres All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  58. 58. Value Stream - Visualzation Hier hätte ich jetzt gerne ein KANBAN Board, dass den gesamten Value- Stream zeigt. All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  59. 59. Doing as a Way of Thinking All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  60. 60. Dienstag, 22. Mai 12
  61. 61. self - organized teams All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  62. 62. interpretation ONE 62 Team is a development team only, that consist of DEVELOPERS! 1028_SummitII_AgileDevelopment | B. Lichtenberg ETAS/NE | 22.11.2011 | Internal | © ETAS GmbH 2011. All rights reserved, also regarding any disposal, exploitation, reproduction, editing, distribution, as well as in the event of applications for industrial property rights.Dienstag, 22. Mai 12
  63. 63. Doing as a Way of Thinking common starting point using Scrum Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird. All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  64. 64. Doing as a Way of Thinking next level Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird. involve: Analysis Design Implementaton Testing and Optimization into one cross- functional team All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  65. 65. Doing as a Way of Thinking Team is a product development team, that consist of all people that are involved in 1986 - the product development: The New New Under the rugby approach, the product development process emerges from the constant product inter- action of a hand-picked, multidisciplinary team whos development game, members work together from start to finish. Rather than moving in by Hirotaka process is born out of the defined, highly structured stages, the Takeuchi and Ikujiro Nonaka, team members interplay. A group of engineers, for example, may HBR start to design the product (phase three) before all the results of the feasibility tests (phase two) are in. Or, the team may be forced to reconsider a decision as a result of later information. The team does not stop then, but engages in iterative experimentation. This All information © bor!sgloger, 2012 goes on in even the latest phases of the development process. The self-organizing character of the team produces a unique dynamic or rhythm .Dienstag, 22. Mai 12
  66. 66. All information © bor!sgloger, 2012 Integrated team - or at least respect and an understanding of each otherDienstag, 22. Mai 12
  67. 67. Doing as a Way of Thinking Hier muss jetzt ein Bild hin ---- Das zeigt, wie einerseits Scrum als reine implementierungsmethode verstanden wird. All information © bor!sgloger, 2012 Get involvement of all other departmentsDienstag, 22. Mai 12
  68. 68. Success needs Management a Strategy Management creates decision rules Means of Implementing Strategy All information © bor!sgloger, 2012 StarsDienstag, 22. Mai 12
  69. 69. Don Reinertsen - Second Generation Lean Product Development 2011 Let’s return the example of the Boeing 777 discussed in Principle E13. The weight of a new commercial aircraft is a critical performance variable. Aircraft designers provide weight guarantees that can cost millions of dollars if does this they are breached. Since weight is a key success factor, mean that the program manager should get involved in all weight decisions? No, he simply must control the economic logic used in making these decisions. For example, if every engineer knows that the program manager is willing to sacrifice up to $300 of unit cost to save a pound of weight, thousands of engineers can make the correct weight decisions. This provides full economic control without requiring higher levels of management to participate in each decision. And if we can get control without participation, this saves a great deal of time for management. Using decision rules brings another more subtle benefit. When management focuses on communicating and articulating the economic logic behind decisions, they develop the organization’s capacity to make sound economic decisions. In contrast, consider what happens when only management knows the logic behind decisions. Engineers are told, “This seemingly bizarre decision is actually best for the company due to mysterious and sophisticated reasons that are too esoteric to articulate.” This develops a culture of magical decision making, where everybody feels they can make great decisions unencumbered by either analysis or facts.Dienstag, 22. Mai 12
  70. 70. Client driven iterations All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  71. 71. Client works with Product Owner All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  72. 72. Client works with all levels All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  73. 73. Deliver value to client in each iteration All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  74. 74. Dienstag, 22. Mai 12 Client 3 All information © bor!sgloger, 2012
  75. 75. Value Stream - Visualzation Hier hätte ich jetzt gerne ein KANBAN Board, dass den gesamten Value- Stream zeigt. All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  76. 76. Dienstag, 22. Mai 12 Client 1 All information © bor!sgloger, 2012
  77. 77. Dienstag, 22. Mai 12 Client 2 All information © bor!sgloger, 2012
  78. 78. Be totally open about issues and impediments All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  79. 79. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  80. 80. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  81. 81. create context for continuous self-improvment by the teams All information © bor!sgloger, 2012Dienstag, 22. Mai 12
  82. 82. After Action Review 82Dienstag, 22. Mai 12
  83. 83. 83 debriefingDienstag, 22. Mai 12
  84. 84. Where do we go from here? understanding realityDienstag, 22. Mai 12
  85. 85. Concept of Psychological Safety Accountability for Meeting Demanding Goals Demanding Goal Low High secret #2 High Comfort Zone Learning Zone Psychological Safety Low Apathy Zone Anxiety Zone The competitive Imperative of Learning, Amy C Edmondson, HBR, 7/8 2008, p. 60-66Dienstag, 22. Mai 12
  86. 86. Who goes to the Retrospective?Dienstag, 22. Mai 12
  87. 87. Dienstag, 22. Mai 12
  88. 88. The Team makes it happen!Dienstag, 22. Mai 12
  89. 89. What Went WELL?Dienstag, 22. Mai 12
  90. 90. IMPROVE!Dienstag, 22. Mai 12
  91. 91. INPUT FOR SPRINT PLANNINGDienstag, 22. Mai 12
  92. 92. Communicate, communicate, communicate! All information © bor!sgloger, 2012 (stories, questions, interactions)Dienstag, 22. Mai 12
  93. 93. StorytellingDienstag, 22. Mai 12
  94. 94. As a student (GREG), I can find my grades online so that I don’t have to wait until the next day to know whether I passed. All information © bor!sgloger, 2012 (user story example)Dienstag, 22. Mai 12
  95. 95. Communicate, communicate, communicate! All information © bor!sgloger, 2012 (stories, questions, interactions)Dienstag, 22. Mai 12
  96. 96. Days between Major Releases Features Delivered per Team 2000 2001 2002 2003 2004 2005 2006 from a presentation of salesforce.com Scrum Gathering Stockholm 2008Dienstag, 22. Mai 12
  97. 97. Lack of visibility from a presentation of salesforce.com Scrum Gathering Stockholm 2008Dienstag, 22. Mai 12
  98. 98. Resource Bottlenecks from a presentation of salesforce.com Scrum Gathering Stockholm 2008Dienstag, 22. Mai 12
  99. 99. Unpredictable release dates from a presentation of salesforce.com Scrum Gathering Stockholm 2008Dienstag, 22. Mai 12
  100. 100. Lack of responsiveness, lack of team alignment on priorities from a presentation of salesforce.com Scrum Gathering Stockholm 2008Dienstag, 22. Mai 12
  101. 101. Unhappy customers from a presentation of salesforce.com Scrum Gathering Stockholm 2008Dienstag, 22. Mai 12
  102. 102. Gradual productivity decline as the team grew from a presentation of salesforce.com Scrum Gathering Stockholm 2008Dienstag, 22. Mai 12
  103. 103. from a presentation of salesforce.com Scrum Gathering Stockholm 2008Dienstag, 22. Mai 12
  104. 104. Dienstag, 22. Mai 12 Thank you! All information © bor!sgloger, 2012
  105. 105. All information © bor!sgloger, 2012 boris.gloger@borisgloger.comDienstag, 22. Mai 12
  106. 106. References Agiles Projektmanagement mit Scrum. Ken Schwaber. 2007. Agile Software Development with Scrum. K Schwaber, M Beedle. 2008. The Enterprise and Scrum. Ken Schwaber. 2007. Scrum: Produkte zuverlässig und schnell entwickeln. Boris Gloger. 2011. Scrum: Agiles Projektmanagement erfolgreich einsetzen. R Pichler. 2007. How Pixar Fosters Creativity, Ed Catmull. Harvard Busines Review. 2008. What Leaders Really Do. John P. Kotter. 1999. The Managers Job: Folklore and Fact. Henry Mintzberg. 1990 The Innovators Dilemma, When Technology causes great firms to fail, Clayton Christensen, 1997 The Scrum RolesDienstag, 22. Mai 12

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