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2016 04-07 key note -agile organizations
The document provides a comprehensive overview of various agile methodologies, including Scrum, Lean Startup, and the Scaled Agile Framework, detailing when to use each framework effectively in business contexts. It emphasizes the importance of adaptability and team collaboration in achieving success in evolving organizational environments. The content also highlights the need for transparency, self-management, and continuous improvement in creating responsive organizations that can innovate and optimize user journeys.
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2016 04-07 key note -agile organizations
- 1. THE AGILE ENTERPRISE Whento use which form of agile?
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- 3. Design thinking Experimenting Scrum ofScrums Lean start up Growth Hacking SAFE Continuous improvement Lean UX Self management Transparency Velocity Value Management User Stories Time box Team Velocity Sprint Review Sprint Retrospective Sprint planning meeting Sprint burn-down chart Sprint Backlog Sprint Servant leader Scrum Master Scrum Rollen Roadmap Requirements Release burn-up chart Release burn-down chart Reference architecture Project Start Architecture document Product Owner Product backlog management Product backlog items Portfolio backlog Planning poker Pair programming Happiness metric Epic Development Team Definition of Done Daily Scrum Cross-functional team Corporate backlog Backlog Refinement Agile Large Scale Scrum Spotify model Scaled Agile framework Continuous delivery Continuous learning Waterfall Scrum of Scrums LESS Lean product development Lean marketing
- 4. WE’LL TRY… To givea high-level overview of the why, how and what regarding the most important agile approaches. To show you when these frameworks can help you to do your business today, tomorrow and in the near future.
- 6. “If the rateof change on the outside exceeds the rate of change from the inside, then the end is near.” Jack Welch, Chairman & CEO, GE 1981 - 2001 (Overseeing 4000% increase in General Electric company value in 20 years)
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- 13. BUSINESS Bron: Het EersteHuis You will never change something by challenging the existing reality. To change something, you build a new model, that makes the current model redundant.
- 14. REACTIVE / INFRARED Small groups with family ties • No hierarchy • No leaders • No chiefs MAGIC MAGENTA Tribes up to a couple of hundred • No organizations • Minimal task division • Tribe elderly with special status CONFORMIST AMBER: THE ARMY States and civilizations • Self discipline • Mid & long term planning • Stable organizational structures Formal roles, strict hierarchy / top- down control / stability is everything / the future is a repetition of the past ACHIEVEMENT ORANGE: THE MACHINE Moving forward within rules of society • Innovation • Take responsibility • Meritocracy Beat competitors in growth and profit / innovate to stay ahead / management by “what” PLURALITEIT GREEN: THE FAMILY Modern emancipation • Every perspective is equal • Great at dismantling old structures • Practical alternatives not a strong point Meritocratic structure, but lots of decision making by employees / culture and employee empowerment IMPULSIVE RED: THE WOLFPACK Chiefs and proto-imperiums • Meaningful division of work • Captain and soldiers • Control up to 10.000 people Constant powerplay for control / fear keeps it together / short-term focus / loves chaos
- 15. MAGIC MAGENTA CONFORMIST AMBER:THE ARMY Catholic church The army Gouvernement institutions Educational institutions ACHIEVEMENT ORANGE: THE MACHINE Multinationals National corporates PLURALITEIT GREEN: THE FAMILY Ben & Jerry’s Southwest Airlines Starbucks Zappos IMPULSIVE RED: THE WOLFPACK The maffia Street gangs Tribal militia REACTIVE / INFRA RED
- 16. CURRENT BUSINESS EVOLUTIONAIRY CYAN- THE LIVING ORGANISM holistic approach of knowledge • Self management • Effective operations based on equal relations without need for hierarchy • Organizations as living entities • Sense of future direction, instead of prediction and controle over it. • Aimed at fulfilling potential • Merging ‘the employee’ with ‘the human being’ E.g: Buurtzorg, Morningstar, FAVI
- 18. Design thinking Experimenting Scrum ofScrums Lean start up Growth Hacking SAFE Continuous improvement Lean UX Self management Transparency Velocity Value Management User Stories Time box Team Velocity Sprint Review Sprint Retrospective Sprint planning meeting Sprint burn-down chart Sprint Backlog Sprint Servant leader Scrum Master Scrum Rollen Roadmap Requirements Release burn-up chart Release burn-down chart Reference architecture Project Start Architecture document Product Owner Product backlog management Product backlog items Portfolio backlog Planning poker Pair programming Happiness metric Epic Development Team Definition of Done Daily Scrum Cross-functional team Corporate backlog Backlog Refinement Agile Large Scale Scrum Spotify model Scaled Agile framework Continuous delivery Continuous learning Waterfall Scrum of Scrums LESS Lean product development Lean marketing
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- 22. “The way ateam plays as a whole determines its success. You may have the greatest bunch of individual starts in the world, but if they don’t play together, the club won’t be worth a dime.” BABE RUTH
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- 26. PASSION TRUST COMMITTED SELF ORGANIZING Continuous DeliveryContinuous Learning Continuous Improvement
- 27. SCALING FRAMEWORKS • Scrumof Scrums • SAFE (http://scaledagileframework.com) • LeSS (https://less.works)
- 28. Sprint Sprint Planning Sprint Review Sprint Retrospective Daily Scrum ScrumTeam Product Owner Scrum Master Team Members Product Backlog Sprint Backlog SCRUM
- 29. A B C Sprint Sprint Planning Sprint Review Sprint Retrospective DailyScrum Scrum Team A SCRUM OF SCRUMSScrum Team B Scrum Team C
- 30. A B C Sprint Sprint Planning Sprint Review Sprint Retrospective DailyScrum Scrum Team A SCRUM OF SCRUMSScrum Team B Scrum Team C • Re-use Scrum Event; often Multi Standup • One individual per Scrum Team represents the Scrum Team • Shared vision • Alignment • Coordinate the outcome as a whole KEY ELEMENTS
- 31. A B C Sprint Sprint Planning Sprint Review Sprint Retrospective DailyScrum Scrum Team A SCRUM OF SCRUMSScrum Team B Scrum Team C When not to use • High level of bureaucracy • When aligning Scrum teams + individual roles (f.e. architects, scrum teams etc) SCRUM of SCRUMS When to use • Max 9 teams • Looking for an easy way to scale up • Combining Scrum Teams + Traditional teams • Tackling interdependencies • Alignment between teams
- 33. • Three levels;portfolio, program & team • On team level more or less Scrum • Program & Portfolio focus on prioritizing • Mixing Agile & Lean practices • Very detailled, descriptive process KEY ELEMENTS
- 34. When not touse • When it’s not been driven top-down • When there is not business engagement • Small organizations • Not able to identify Value Stream • When you don’t want to learn • If you’re not willing to pay for the overhead cost ScaledAgileFramework (SAFE) When to use • Complex Programs • Feels ‘safe’ for traditional organizations • With very big organizations • Super Agile Teams • First step in Agile for very hierarchical organizations • Large IT Systems which are not loosely coupled
- 36. • Focus onsimplifying the organization radically • Provides elements for both rapidly growing organizations as well as already scaled organizations • Focus on start small, inspect & adapt End-2-End Feature Teams • Actually 2 frameworks (<8 teams & above 8 teams) • Specialization in customer-centric, product direction KEY ELEMENTS
- 37. When not touse • Super traditional organization • Low level of Agile maturity • Time constraint Large Scale Scrum (LeSS) When to use • Scale up slowly • With < 8 teams, up to 70 teams • When you want to learn • Get rid of redundant structures • When you want to explore, provides guidelines for scaling & interdependencies • Alignment of scrum teams • Rapidly growing organizations
- 38. • External influencers •Hierarchy • Innovation • Product Complexity • Size of Organization not so much a lot not so much a lot a lotnot so much highlow small large
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- 41. PASSION TRUST COMMITTED SELF ORGANIZING Continuous Delivery Continuous Learning Continuous Improvement KEY LEARNINGSORGANIZATION • It’s a toolbox; you’re free to pick and combine • There are more frameworks to add to your toolbox, such as; Open Space Agility, NEXUS • Aim for ‘just’ enough • Start small, experiment, learn and adapt • Make it your own • Focus on organizations as a whole
- 42. Start with transparency andself management Smart, responsive organisation SOS SAFE LESS
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- 44. Future business Creating andoptimizing current user journey’s
- 45. Time Profit Current business Create andoptimize Grow Add value in your product, process or marketing 0-12 months 12 - 24 months 24 - 48 months Future business Innovate Now (70%) Later (20%) Tomorrow (10%)
- 46. Create & optimizeGrow Innovate
- 47. INNOVATE Find new valuepropositions (product, proces, marketing, radical) by validating the why and (part of the) how. So know resolve a pain or create a gain. GOALAGILE • Design Thinking • Lean product development • Evidence based product development TOOLS • Customer interviews • Value proposition canvas • Business model canvas • Prototyping • Smoke tests, concierge experiments, feature experiments, etc.
- 50. Mozilla Firefox Apple Safari $X00M / Year Find anything It’s the default Browser Partnerships Searchers Cost effective advertising Big audiences Advertisers $ / click.000x / search
- 51. Mozilla Firefox Apple Safari $X00M / Year Find anything It’s the default Browser Partnerships Searchers Cost effective advertising Big audiences Advertisers $ / click.000x / search Build a browser 35% browser share Our own browser
- 52. GROW Add value toyour existing, scalable product. Strong marketing focus, only small enhancements in proposition. GOALAGILE • Growth Hacking • Lean marketing TOOLS • Pirate metrics • Actionable analytics (data, data, data) • Innovation accounting • Business model canvas • ‘What business are we really in’
- 54. CREATE & OPTIMIZE Build,maintain and optimize a validated product in a customer-centered way. Pivoting on e.g. features and design level. GOALAGILE • Scrum • Kanban • Extreme programming • Feature driven development TOOLS • Sprints • Customer reviews • Planning poker • Retrospective • and many, many more….
- 56. Stap 1a Stap1 b Stap 2 Stap 3 Stap 4
- 57. Stap 1 Stap 2 Stap3 Stap 4
- 58. NPSCPOConversie Stijging van deconversie met 150% waarvan 50% na het oppakken van quickwins Klant tevredenheid van gemiddeld € 42,- naar € 35,- Harde resultaten Bijgedragen aan:
- 59. Time Profit Realize and optimize the‘what’, e.g. • Scrum • Kanban • Extreme programming • Feature driven development Add value to your existing products or services, e.g. • Growth hacking • Lean marketing 0-12 months 12 - 24 months 24 - 48 months Validating value (‘why’) and features (‘how’), e.g. • Design Thinking • Lean product development • Evidence based product development Optimize (70%) Grow (20%) Innovate (10%)
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- 62. Start with transparency andself management Smart, responsive organisation SOS SAFE LESS
- 63. Future business Creating &optimizing current user journey’s • Growth hacking • Lean marketing • Lean product development • Design Thinking • Lean product development • Evidence based product development • Scrum • Kanban • Extreme programming • Feature driven development
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- 65. Static organizations Smart, responsive organisations Customerfocussed Product focussed DIGITAL EXCELLENCEUnable to act quick Not the right information in the right channel at the right moment Online customer experience is poor
- 66. Improve what you already do today Startwith transparency and self management Smart, responsive organisation Future business Create and optimizing current user journey’s New business possibilities Add value Now (70%) Later (20%) Tomorrow (10%)
- 68. Nikki de Kloe Productowner and coach nikki@noun.nl 06-55475478 Sander Goudswaard Digital strategist sander@noun.nl 06-41368166