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Erfolgreich mit Scrum - der Wissensarbeiter
       Managementframework Scrum
       Begeisterung statt Zufriedenheit der Kunden




                                                     All information © bor!sgloger, 2012
       Infomarkt @ Cyberforum 22.05.2012

Dienstag, 22. Mai 12
Story


                               http://www.cio.de/scrum/2265436/index.html




Dienstag, 22. Mai 12
Dienstag, 22. Mai 12
                                                             MacBook




                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
                                                             MacBook




                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
                                                             Coffee




                       All information © bor!sgloger, 2012
When you start here?




                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
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                                                             Moderne




                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12




                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12




                       All information © bor!sgloger, 2012
Now: a Factory
                         Worker is
                       100 times more


                                        All information © bor!sgloger, 2012
                         productive
Dienstag, 22. Mai 12
That is a Success!




                                            All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
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                       All information © bor!sgloger, 2012
                                   HOW?
The invention of
                        1890 to 1920:




                                          All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
Dienstag, 22. Mai 12
                                                             Management


                       All information © bor!sgloger, 2012
Management
                       challenge around
                         1880 to 1920?



                                          All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
Dienstag, 22. Mai 12




                       All information © bor!sgloger, 2012
changing farmers and




                       All information © bor!sgloger, 2012
service people to
factory people


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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
Dienstag, 22. Mai 12




                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
                                                             Post Moderne




                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
                       1950
                       All information © bor!sgloger, 2012
„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
Knowledge Worker




                               All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
Dienstag, 22. Mai 12
                                                             Hospital




                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12




                       All information © bor!sgloger, 2012
People like you and me:
                   university degree
                   and/or a profound
                    business training


                                        All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
We are not manageable
            - we are professionals
             who know what to do




                                 All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
All information © bor!sgloger, 2012
           We are not managable - we are
         professionals who know what to do
Dienstag, 22. Mai 12
Individual person vs. organization




                                                  All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
DRUCKER was right -
                       complex products or
                       services need a lot of
                              people!




                                                All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
So we need a way to
  create an organization
  that balances the
  knowledge worker with
  the needs of an




                           All information © bor!sgloger, 2012
  organization
Dienstag, 22. Mai 12
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Passion for Products

      Finding the right TALENTS

Dienstag, 22. Mai 12
On what level must such an
                  organization serve its
                   knowledge worker?




                                         All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
What type of organization
                          does this today?




                                                   All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
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                                                             Hospital




                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12




                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
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Professional Service Firms




                                         All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
a
                                  Strategy



                 Means of
       Implementing
                       Strategy




                                                 All information © bor!sgloger, 2012
                          Stars

Dienstag, 22. Mai 12
Dienstag, 22. Mai 12
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
We need
              new management tools
                  on all levels:




                                 All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
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
Tools that           human-centric
                       flat
  create an            federalistic
                       distributed
                       innovative
  organization         adaptive
  that is:             re-inventing
                       fast
                       disruptive

Dienstag, 22. Mai 12
How?
Dienstag, 22. Mai 12
Theory U Seeing to Performing




Dienstag, 22. Mai 12
All information © bor!sgloger, 2012
              KANBAN OO SCRUM
Dienstag, 22. Mai 12
All information © bor!sgloger, 2012
             Visibility plus Rhythm
Dienstag, 22. Mai 12
8 principles
                   for going beyond product development and software development




                                                                                   All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
Customer
                       Pixar
                               delight




                                         All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
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, 2012
Dienstag, 22. Mai 12
one movie at a time




                                             All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
LIMIT work in progres




                                      All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
Value Stream - Visualzation


  Hier hätte ich jetzt gerne ein KANBAN Board, dass den gesamten Value-
                                 Stream zeigt.




                                                                    All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
Doing as a Way of Thinking




                                                    All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
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self - organized teams




                                        All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
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
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, 2012
Dienstag, 22. Mai 12
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, 2012
Dienstag, 22. Mai 12
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
All information © bor!sgloger, 2012
                       Integrated team - or at least respect and an understanding of each other
Dienstag, 22. Mai 12
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 departments
Dienstag, 22. Mai 12
Success needs Management
                                          a
                               Strategy

                                              Management creates
                                                decision rules
              Means of
      Implementing
                Strategy




                                                                   All information © bor!sgloger, 2012
                       Stars

Dienstag, 22. Mai 12
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
Client driven iterations




                                  All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
Client works with Product Owner




                                         All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
Client works with all levels




                                         All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
Deliver value
         to client in
        each iteration

                         All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
Dienstag, 22. Mai 12
                                                             Client 3




                       All information © bor!sgloger, 2012
Value Stream - Visualzation


  Hier hätte ich jetzt gerne ein KANBAN Board, dass den gesamten Value-
                                 Stream zeigt.




                                                                    All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
Dienstag, 22. Mai 12
                                                             Client 1




                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
                                                             Client 2




                       All information © bor!sgloger, 2012
Be totally open about issues
        and impediments




                                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
Dienstag, 22. Mai 12




                       All information © bor!sgloger, 2012
Dienstag, 22. Mai 12




                       All information © bor!sgloger, 2012
create context
                       for continuous
                       self-improvment
                       by the teams



                                         All information © bor!sgloger, 2012
Dienstag, 22. Mai 12
After Action Review
                                             82




Dienstag, 22. Mai 12
83




                 debriefing



Dienstag, 22. Mai 12
Where do we go from here?



                                   understanding reality




Dienstag, 22. Mai 12
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. 60-66




Dienstag, 22. Mai 12
Who goes to the Retrospective?




Dienstag, 22. Mai 12
Dienstag, 22. Mai 12
The Team makes it happen!




Dienstag, 22. Mai 12
What Went WELL?
Dienstag, 22. Mai 12
IMPROVE!
Dienstag, 22. Mai 12
INPUT FOR SPRINT PLANNING



Dienstag, 22. Mai 12
Communicate,
                        communicate,
                        communicate!




                                                            All information © bor!sgloger, 2012
                       (stories, questions, interactions)


Dienstag, 22. Mai 12
Storytelling




Dienstag, 22. Mai 12
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
Communicate,
                        communicate,
                        communicate!




                                                            All information © bor!sgloger, 2012
                       (stories, questions, interactions)


Dienstag, 22. Mai 12
Days between Major Releases




                              Features Delivered per Team




                       2000      2001      2002       2003   2004     2005
                       2006
                                                                    from a presentation of salesforce.com
                                                                        Scrum Gathering Stockholm 2008


Dienstag, 22. Mai 12
Lack of visibility




                                from a presentation of salesforce.com
                                    Scrum Gathering Stockholm 2008


Dienstag, 22. Mai 12
Resource Bottlenecks




                                  from a presentation of salesforce.com
                                      Scrum Gathering Stockholm 2008


Dienstag, 22. Mai 12
Unpredictable release dates


                                                 from a presentation of salesforce.com
                                                     Scrum Gathering Stockholm 2008


Dienstag, 22. Mai 12
Lack of responsiveness, lack of team alignment on priorities




                                                                   from a presentation of salesforce.com
                                                                       Scrum Gathering Stockholm 2008


Dienstag, 22. Mai 12
Unhappy customers




                           from a presentation of salesforce.com
                               Scrum Gathering Stockholm 2008


Dienstag, 22. Mai 12
Gradual productivity decline as the team grew




                                                        from a presentation of salesforce.com
                                                            Scrum Gathering Stockholm 2008


Dienstag, 22. Mai 12
from a presentation of salesforce.com
                           Scrum Gathering Stockholm 2008


Dienstag, 22. Mai 12
Dienstag, 22. Mai 12
                                                             Thank you!




                       All information © bor!sgloger, 2012
All information © bor!sgloger, 2012
                       boris.gloger@borisgloger.com

Dienstag, 22. Mai 12
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 Manager's Job: Folklore and Fact. Henry Mintzberg. 1990
         The Innovators Dilemma, When Technology causes great firms to fail, Clayton Christensen, 1997




   The Scrum Roles
Dienstag, 22. Mai 12

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Agile Business @ Cyberforum Infomarkt 2012

  • 1. Erfolgreich mit Scrum - der Wissensarbeiter Managementframework Scrum Begeisterung statt Zufriedenheit der Kunden All information © bor!sgloger, 2012 Infomarkt @ Cyberforum 22.05.2012 Dienstag, 22. Mai 12
  • 2. Story http://www.cio.de/scrum/2265436/index.html Dienstag, 22. Mai 12
  • 3. Dienstag, 22. Mai 12 MacBook All information © bor!sgloger, 2012
  • 4. Dienstag, 22. Mai 12 MacBook All information © bor!sgloger, 2012
  • 5. Dienstag, 22. Mai 12 Coffee All information © bor!sgloger, 2012
  • 6. When you start here? All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 7. Dienstag, 22. Mai 12 Moderne All information © bor!sgloger, 2012
  • 8. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  • 9. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  • 10. Now: a Factory Worker is 100 times more All information © bor!sgloger, 2012 productive Dienstag, 22. Mai 12
  • 11. That is a Success! All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 12. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012 HOW?
  • 13. The invention of 1890 to 1920: All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 14. Dienstag, 22. Mai 12 Management All information © bor!sgloger, 2012
  • 15. Management challenge around 1880 to 1920? All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 16. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  • 17. changing farmers and All information © bor!sgloger, 2012 service people to factory people Dienstag, 22. Mai 12
  • 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. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  • 20. Dienstag, 22. Mai 12 Post Moderne All information © bor!sgloger, 2012
  • 21. Dienstag, 22. Mai 12 1950 All information © bor!sgloger, 2012
  • 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. Knowledge Worker All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 24. Dienstag, 22. Mai 12 Hospital All information © bor!sgloger, 2012
  • 25. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  • 26. People like you and me: university degree and/or a profound business training All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 27. We are not manageable - we are professionals who know what to do All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 28. All information © bor!sgloger, 2012 We are not managable - we are professionals who know what to do Dienstag, 22. Mai 12
  • 29. Individual person vs. organization All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 30. DRUCKER was right - complex products or services need a lot of people! All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 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 organization Dienstag, 22. Mai 12
  • 33. Passion for Products Finding the right TALENTS Dienstag, 22. Mai 12
  • 34. On what level must such an organization serve its knowledge worker? All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 35. What type of organization does this today? All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 36. Dienstag, 22. Mai 12 Hospital All information © bor!sgloger, 2012
  • 37. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  • 42. Professional Service Firms All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 43. a Strategy Means of Implementing Strategy All information © bor!sgloger, 2012 Stars Dienstag, 22. Mai 12
  • 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. We need new management tools on all levels: All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 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. Tools that human-centric flat create an federalistic distributed innovative organization adaptive that is: re-inventing fast disruptive Dienstag, 22. Mai 12
  • 50. Theory U Seeing to Performing Dienstag, 22. Mai 12
  • 51. All information © bor!sgloger, 2012 KANBAN OO SCRUM Dienstag, 22. Mai 12
  • 52. All information © bor!sgloger, 2012 Visibility plus Rhythm Dienstag, 22. Mai 12
  • 53. 8 principles for going beyond product development and software development All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 54. Customer Pixar delight All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 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, 2012 Dienstag, 22. Mai 12
  • 56. one movie at a time All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 57. LIMIT work in progres All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 58. Value Stream - Visualzation Hier hätte ich jetzt gerne ein KANBAN Board, dass den gesamten Value- Stream zeigt. All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 59. Doing as a Way of Thinking All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 61. self - organized teams All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 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. 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, 2012 Dienstag, 22. Mai 12
  • 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, 2012 Dienstag, 22. Mai 12
  • 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. All information © bor!sgloger, 2012 Integrated team - or at least respect and an understanding of each other Dienstag, 22. Mai 12
  • 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 departments Dienstag, 22. Mai 12
  • 68. Success needs Management a Strategy Management creates decision rules Means of Implementing Strategy All information © bor!sgloger, 2012 Stars Dienstag, 22. Mai 12
  • 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. Client driven iterations All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 71. Client works with Product Owner All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 72. Client works with all levels All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 73. Deliver value to client in each iteration All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 74. Dienstag, 22. Mai 12 Client 3 All information © bor!sgloger, 2012
  • 75. Value Stream - Visualzation Hier hätte ich jetzt gerne ein KANBAN Board, dass den gesamten Value- Stream zeigt. All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 76. Dienstag, 22. Mai 12 Client 1 All information © bor!sgloger, 2012
  • 77. Dienstag, 22. Mai 12 Client 2 All information © bor!sgloger, 2012
  • 78. Be totally open about issues and impediments All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 79. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  • 80. Dienstag, 22. Mai 12 All information © bor!sgloger, 2012
  • 81. create context for continuous self-improvment by the teams All information © bor!sgloger, 2012 Dienstag, 22. Mai 12
  • 82. After Action Review 82 Dienstag, 22. Mai 12
  • 83. 83 debriefing Dienstag, 22. Mai 12
  • 84. Where do we go from here? understanding reality Dienstag, 22. Mai 12
  • 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. 60-66 Dienstag, 22. Mai 12
  • 86. Who goes to the Retrospective? Dienstag, 22. Mai 12
  • 88. The Team makes it happen! Dienstag, 22. Mai 12
  • 91. INPUT FOR SPRINT PLANNING Dienstag, 22. Mai 12
  • 92. Communicate, communicate, communicate! All information © bor!sgloger, 2012 (stories, questions, interactions) Dienstag, 22. Mai 12
  • 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. Communicate, communicate, communicate! All information © bor!sgloger, 2012 (stories, questions, interactions) Dienstag, 22. Mai 12
  • 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 2008 Dienstag, 22. Mai 12
  • 97. Lack of visibility from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Dienstag, 22. Mai 12
  • 98. Resource Bottlenecks from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Dienstag, 22. Mai 12
  • 99. Unpredictable release dates from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Dienstag, 22. Mai 12
  • 100. Lack of responsiveness, lack of team alignment on priorities from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Dienstag, 22. Mai 12
  • 101. Unhappy customers from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Dienstag, 22. Mai 12
  • 102. Gradual productivity decline as the team grew from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Dienstag, 22. Mai 12
  • 103. from a presentation of salesforce.com Scrum Gathering Stockholm 2008 Dienstag, 22. Mai 12
  • 104. Dienstag, 22. Mai 12 Thank you! All information © bor!sgloger, 2012
  • 105. All information © bor!sgloger, 2012 boris.gloger@borisgloger.com Dienstag, 22. Mai 12
  • 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 Manager's Job: Folklore and Fact. Henry Mintzberg. 1990 The Innovators Dilemma, When Technology causes great firms to fail, Clayton Christensen, 1997 The Scrum Roles Dienstag, 22. Mai 12