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.

Moving your organization into the fast lane metro

318 views

Published on

Move your organization into the fast lane - making Scrum stick
Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.

Published in: Business, Technology
  • Be the first to comment

  • Be the first to like this

Moving your organization into the fast lane metro

  1. 1. Mike VincentOver 25 years as software developer and architectMarketing director, construction project manager andstructural engineer previouslyMicrosoft MVP - Visual Studio ALMPassion for community INETA IASAProfessional Scrum Developer TrainerProfessional Scrum Product Owner
  2. 2. Stuck inAgenda TrafficRules of The On- Who‟sthe Road Ramp DrivingWhere Accelerat MovingAre We e Into theGoing? Fast Lane
  3. 3. Collapse of TimeAcceleration of Technology 300 years of change in less than 25 Decreased lead time • To make decisions • To execute • To correct errors
  4. 4. ChangeHow we make stuffHow we manage peopleHow we deal with ourcustomersFinancial impact
  5. 5. The Need to be AgileChange with the times …Or risk getting run over
  6. 6. We Are Using Scrum…for software developmentSo, what about the rest of yourorganization?
  7. 7. Organizational GravityCore business practices have toadvance …Or, even the improvements wehave made in softwaredevelopment are compromised…And we slide back under thewaterfall
  8. 8. We‟re Just Getting StartedSo, you have your softwaredevelopment using Scrum …The journey is to make yourwhole organization agile
  9. 9. About Agile and Scrum• Agile Software Development is an umbrella term for approaches to software development that follow the principle of „Inspect and Adapt‟ and advocate team empowerment• Scrum is one of several Agile methodologies
  10. 10. The Agile ManifestoWhile there is value in the items on the right, we valuethe items on the left more.Individuals & Interactions over Processes & ToolsCustomer Collaboration over Contract NegotiationResponding to Change over Following a PlanWorking Software over Comprehensive Documentation
  11. 11. Agile Manifesto Principles 1 of 2Our highest priority is to satisfy the customer through early and continuousdelivery of valuable software.Welcome changing requirements, even late in development. Agile processesharness change for the customers competitive advantage.Deliver working software frequently, from a couple of weeks to a couple ofmonths, with a preference to the shorter timescale.Business people and developers must work together daily throughout the project.Build projects around motivated individuals. Give them the environment andsupport they need, and trust them to get the job done.The most efficient and effective method of conveying information to and within adevelopment team is face to- face conversation.
  12. 12. Agile Manifesto Principles 2 of 2Working software is the primary measure of progress.Agile processes promote sustainable development. Thesponsors, developers, and users should be able to maintain a constant paceindefinitely.Continuous attention to technical excellence and good design enhances agility.Simplicity--the art of maximizing the amount of work not done--is essential.The best architectures, requirements, and designs emerge from self-organizingteams.At regular intervals, the team reflects on how to become more effective, thentunes and adjusts its behavior accordingly.
  13. 13. Scrum(n): A framework within which peoplecan address complex problems, andproductively and creatively deliverproducts of the highest possible value.• LightweightScrum Theory• •Extremely simple to understand Transparency• •Extremely difficult to master Inspection • Adaption
  14. 14. Scrum Team Roles
  15. 15. Events
  16. 16. Artifacts
  17. 17. Scrum Thinking, Scrum ManagementSolid understanding of the concepts of ScrumUse to run the whole business
  18. 18. Scaling Scrum to the Enterprise• One step at a time or everyone in the pool • Yes, it scales • Quality always• Commitment at the CXO level • It‟s not just about projects • Changing old habits • Thinking Scrum
  19. 19. Scaling Scrum• Scale the Scrum Roles• Create One Product Backlog• Proactively Manage Dependencies• Establish an Integration Team• Scrum of Scrums
  20. 20. Taking Scrum Beyond theFundamentals Not Scrum Scrum High-Performance Scrum
  21. 21. Self-Organizing Teams• Many organizations have not adopted the self- organizing, team-based aspects of Agile• Scrum without self-organization and empowerment is a death march, just like waterfall, but an iterative, incremental death march without slack!
  22. 22. Focus on the Customer• Always generating value• Customer collaboration• Don‟t just serve customers, delight them
  23. 23. A Starter ToDo List Make Vision and Purpose pervasive Create a common Reduce backlog and Shrink work corporate prioritize loads constraints Rolling wave planning and removing Try, fail fast, budgets learn amplify
  24. 24. Ditching Scientific Management• The Principles of Scientific Management - Frederick Taylor • Defined man as an extension of machines and organizations • Took away much of man‟s autonomy • Converted skilled crafts into simplified jobs
  25. 25. Be Efficient and Be Human• Use people as people• Treat them fairly, with respect• Allow/encourage • Creativity • Autonomy • Purpose • Team work• Work at a sustainable pace
  26. 26. ProductivitythroughMotivation
  27. 27. KITA - Management by Motivation or Management by Movement?
  28. 28. Herzberg‟s Motivation-HygieneTheory to be managedTwo scales• Motivation - work content• Hygiene - work context Motivation Work Context
  29. 29. Work context factors lead to job dissatisfaction when inadequate - When improved they lead to no job dissatisfaction Motivation Work Context
  30. 30. Hygiene - Am I treated well?• Company policy and administration• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security• …
  31. 31. Dynamics of Hygiene• Psychological basis is avoidance of pain from the environment• There are infinite sources of pain in the environment• Improvements have short-term effects• Needs are cyclical in nature• Have an escalating zero point• There is no final answer
  32. 32. Management of the Work Context• Proper Management • Identify type of hygiene • Give hygiene for hygiene purposes • Give hygiene for what hurts • Keep hygiene administration simple • Give it and shut up about it
  33. 33. Motivator factors lead to job satisfaction when present - When absent there is no job satisfaction Motivation Job Context
  34. 34. Motivators – Am I used well?• Job satisfaction factors • Achievement • Recognition • Work itself • Responsibility • Advancement
  35. 35. Dynamics of Motivation• Psychological basis is need for personal growth• There are limited sources of motivator satisfaction• Improvements have long term effects• Motivators are additive in nature• Motivator needs have a non-escalating zero point• There are answers to motivator needs
  36. 36. Management of Motivators• Is hygiene getting in the way?• Technical competence OK?• Are we using people‟s capabilities?• All attitudes are proper attitudes• Which behavior is being reinforced and how?
  37. 37. DRIVE• The Surprising• Truth About What• Motivates Us • Autonomy • Mastery • Purpose
  38. 38. Leadership• Growing and Maturing Self-Organizing Teams• Servant Management• Team Dynamics• Coaching • Leading Change • Growth • Reaching Maximum Potential
  39. 39. Leadership vs. Management• Establishing direction • Planning and budgeting• Aligning people • Organizing and staffing• Motivating and inspiring • Controlling and problem solvingProduces change, often to a Produces a degree ofdramatic degree, from current predictability and order and hasstate of affairs potential to create short-term results.
  40. 40. Always a Customer Focus• There is only one valid definition of a business purpose: to create a customer. Peter Drucker, “The Practice of Management”
  41. 41. Working Closely with Customers• Have a sales philosophy that emphasizes relationship building• Define a unique niche and become the customers expert on it• Help the customer build the customers own business• Translate what you offer into the customers business results• Value the relationship more than making your quota• Think end-of-time friendships, not end-of-month totals• Achieve a perfect job of delivering what youve promised• Provide absolutely impeccable service after the sale
  42. 42. Not Just Serve Customers, DelightThemthe entire• Focus organization• Operate in client driven iterations• Deliver value to clients in each iteration• Transparency• Continuous improvement
  43. 43. Make Them Raving Fans• Decide what you want - your vision• Discover what the customer wants - customer‟s vision, will evolve bit by bit• Deliver plus one percent - and keep doing it.
  44. 44. What about Financials?• Maximizing Shareholder Value • “the dumbest idea in the world” Jack Welch• The real market vs. the expectations market • A reality we have to deal with today• Take care of customers • Shareholders will be drawn along for a very nice ride. • The opposite is simply not true
  45. 45. Change Your Organization Culture A Scrum approachCulture eats strategy Focus on principles overfor breakfast mechanics
  46. 46. Three Levels of Culture• Observable • Visible, feelable behavior, structures and processes• Espoused Beliefs and Values • Ideals, goals, values, aspirations • Ideologies • Rationalizations• Basic Underlying Assumptions • Unconscious, taken-for-granted beliefs and values
  47. 47. Scrum‟s Impact on Current Culture• Empirical management replaces predictive management. • The art of the possible replaces the mandate of the desired. • The desire to be certain is replaced by controlled risk.• Transparency is value neutral. • Waste, impediments, and dysfunctions are highlighted along with progress. • Transparency disables politics.• Authority moves down the organization. • Scrum Teams are self-organizing and self-managing. • Accountability is specific• More attention and hard choices are required. • What if the project isn‟t delivering what is needed for an acceptable cost?
  48. 48. Organization Culture and Leadership• Leadership is at a crossroads • Leaders driving agility • Leaders being more adaptive to align with agility• Adapting traditional HR systems like hiring, staffing, reporting, measuring performance, reviews, etc.• Agile Leaders have to balance: • team self-organization with influence • facilitation with direction • coaching with team learning • failing with delivering • engagement with decision-making
  49. 49. Executive Scrum• Organizational change must be led • Scrum Provides Key Core Values • Our Behaviors Shape and Influence Culture • Fundamental cultural change is really hard• Enterprise Transition team (ETT) • Led by top person and his/her senior managers. • ETT uses Scrum and consists of a Product Owner, Scrum Master, and team. • Changes made by Scrum Rollout teams
  50. 50. Getting the Whole Organization onBoard• Don‟t just strategize for change – do it now• Pick the right team• Do as I do, not as I say• Engage, don‟t mandate• Break habits and make change visible• Management as mentors• Recognize that change is lumpy• Don‟t stop
  51. 51. Scrum‟s Contribution to Agility• Know where you are • Self-organizing • Clear accountability• Transparent • Cross-functional • Servant leadership increments • Highly productive • Transparent• Control risk • Creative• Frequent releases
  52. 52. Influencing How Our CustomersInteract with Us• Delivering continuous value each iteration• Inspecting and adapting each iteration• Always delighting with the extra 1%
  53. 53. Changing, Inspecting, Adapting…Always Improving• How we plan • Strategically • Financially• How we value and deal with our customers• How we measure • Always focus on what‟s most important • Our customer
  54. 54. Changing, Inspecting, Adapting…Always Improving• How we execute• How we react in crisis mode• How we manage and treat our people• How we compensate• How we run the business• How we sustain our values and culture
  55. 55. In it for the Long-Run• Our world is continuing to change at a faster rate• There will always be opportunities for improvement• Take advantage of them• Embrace Scrum for your whole organization• Move into the fast lane. It‟s hard work but immensely rewarding
  56. 56. Resources for more information• One More Time: How Do You Motivate Employees?, Fredrick Herzberg Harvard Business Review, January-February 1968.• The Managerial Choice – To be efficient and to be human Fredrick Herzberg, Dow Jones-Irwin 1976• Work and the Nature of Man Fredrick Herzberg, New American Library, Mentor, 1973• The Enterprise and Scrum Ken Schwaber, Microsoft Press, 2007• Organizational Culture and Leadership Edgar H. Schein, John Wiley & Sons, 2010• The Leader’s Guide to Radical Management Stephen Denning , John Wiley & Sons, 2010• Developmental sequence in small groups, Bruce W. Tuckman Psychological Bulletin, Volume 63, Number 6 1965
  57. 57. Resources for more information• Great by Choice Jim Collins and Morten T. Hansen, HarperCollins 2011• The Enterprise and Scrum Ken Schwaber, Microsoft Press, 2007• Software in 30 Days Ken Schwaber and Jeff Sutherland, John Wiley & Sons, 2012• Drive Daniel H. Pink, Riverhead Books, 2009• The Five Dysfunctions of a Team Patrick Lencioni, Jossey-Bass, 2002• Our Iceberg is Melting John Kotter and Holger Rathgeber, 1st St. Martin‟s Press, 2005• Succeeding with Agile Mike Cohn, Addison Wesley, 2010• http://www.mountaingoatsoftware.com/articles/11-toward-a-catalog-of-scrum- smells, Mike Cohn• http://agilepainrelief.com/notesfromatooluser/2008/06/agilescrum- smells.html, Mark Levison• http://msdn.microsoft.com/en-us/library/dd997578(v=VS.100).aspx, Jeff
  58. 58. mikev@mvasoftware.comwww.mvasoftware.net

×