AO, the future of agile organisations the sap case #3Pierre E. NEIS
agile is a system, a social network system.
The conference was about to highlight the latest experiments in the agile transformation of SAP and the framework that we developed.
What's agile? (Scaling agile and dev ops Scotland)Pierre E. NEIS
There is a lot of confusion when people are talking about agile. Last year, I started to gather such information.
This presentation highlights mostly the expectations from non agile people.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
AO, the future of agile organisations the sap case #3Pierre E. NEIS
agile is a system, a social network system.
The conference was about to highlight the latest experiments in the agile transformation of SAP and the framework that we developed.
What's agile? (Scaling agile and dev ops Scotland)Pierre E. NEIS
There is a lot of confusion when people are talking about agile. Last year, I started to gather such information.
This presentation highlights mostly the expectations from non agile people.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
Markets are changing faster than typical strategic planning cycles can support. Additionally, digital strategies are increasing interdependencies and exacerbating the strain on execution. Strategic planning often falls short because it’s not as fluid as it needs to be.
One thing we must consider is that there are—typically— a lot of assumptions being made about markets as well as the organization’s capacity to execute. Those assumptions often miss the mark when attempting to meet the ever-changing needs and expectations of shareholders and customers. Agile provides the opportunity to create the requisite adaptability to validate and adapt to as we understand our ability to deliver and the realizable value of our strategies.
This talk is targeted at senior managers seeking to understand how to leverage Agile to improve Strategic Execution. This talk will show how to build market sensing into strategic planning, how to design the execution model to provide valuable feedback, and how to prioritize learning to maximize return. The model has been developing over the years and has successfully responded to the assumptions and ambiguity facing firms. The reality is that it’s not that simple, but we have a model that can help.
Learning Outcomes:
• Understand how agile can enable strategy execution in rapidly evolving markets
• Quantify opportunities to accelerate learning to maximize business return
• Determine when and how to prioritize for learning over earning
Agile Coaching has evolved to combine 80% of systemic coaching, 15% of Family Coaching and 5% of Personal Development Coaching.
This slide deck introduce Agile Coaching as an evolution of ICF Systemic coaching taking the challenges of self organisation in Agile Dynamic Systems (complex adaptative systems)
Qu'est-ce donc que l'Agilité déjà ?
Quelle est la différence avec Scrum ?
Je fais quoi avec mon Gantt ?
Est-ce que le Web est un bon candidat ?
Pourquoi est-ce que je vis autant de difficultés ?
Par où dois-je commencer ?
Cette introduction (ou ré-introduction) vise les vendus et les désabusés, les initiés et les nouveaux intéressés. C'est un rafraichissement sur l'agilité qui permettra de faire un petit pas en arrière et mieux préparer les prochains. Pour certains, ce sera un retour sur les fondements de l'agilité et pour d'autres ce sera la satisfaction d'une curiosité qui perdure. Avec plus de dix ans d'expérience, l'agilité a maturée mais pourquoi reste-t-elle difficile à maitriser ?
Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l'information depuis plus d'une dizaine d'années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l'ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l'information. Depuis 2008, il se consacre à Lean ainsi qu'à l'agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Agile is an ideal organizational model to manage complex domains, but it does question many structural and cultural assumptions found in a traditional management culture. This presentation shows how transforming a large enterprise towards Agile requires not only a shift in methodology but also a shift in beliefs. We examine the limits of implementing Agile into a traditional enterprise and explore some transformational approaches that address these limits.
From Classroom to Zoom - How to Adapt to Our New Virtual WorldAgile Montréal
This year we have had to reinvent ourselves. Gone are in-person interactions, only to be replaced by the cold glow of our computer monitors. The nature of virtual interaction is inherently different than in-person interaction, and this talk aims to explore just that. We look at how you should approach the two in different ways, and we aim to give you the tools and knowledge you need to successfully lead virtual meetings, training, and work-session with others.
Daniel Tardif
#FutureSkillmanagement: Is your workforce fit for the digital transformation?Marc Wagner
More than a third of the desired skill set in 2020 is probably not available in your company today. We’ve got your entire process covered with market best practices, standardized & industry-crafted catalogues, and tools for automation.
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,
Eoin Woods, CTO at Endava, provides insights into what we mean by agility and explores why successful Agile Transformation initiatives go beyond the development teams, in a whitepaper that discusses the six aspects of an organisation that need to evolve to achieve true agility.
Pitch: A FlowCon 2019, je vous convie à construire ensemble la réponse à cette question dans un "confelier" (conférence introductive de 20 mn + atelier coopératif de 25mn).
3 parties :
1) Agile : une catachrèse
2) businessAgility: un ecosystème observable
3) échanges en format FishBowl
Jan de Vries - How to convince your boss that it is DevOps that he wantsAgile Lietuva
- We all know that we could implement DevOps a lot faster if we only would have commitment from our boss. We all know that there is a shiny business case for almost every DevOps implementation
- And we all know that the whole company will reap the benefits regarding speed, agility and stability once we implemented DevOps. Actually, it provides good, fast and cheap at the same time. So, what are we waiting for? What is your boss waiting for? What is C-level waiting for?
- That’s something we will do research on in this workshop. We will also share our research on this from the recent past.
- The workshop starts with a presentation about 7 practices that a company should adopt to be able to apply DevOps.
- The technique that we use is called Appreciative Inquiry. To tackle a problem, it discovers the best practices that work, the reason they work and how these combined practices can be used to avoid the problem ahead and create a strategic change. The aim is to build – or even rebuild – organizations around what works, rather than trying to fix what doesn’t.
- So we want to know what your boss is afraid of and what you have already tried to convince him that he is better off with DevOps. You will leave the workshop with the combined Appreciative Inquiry insights of all the attendees
The product owner and the scrum team. Can one person do this at scale?Derek Huether
Presented at IIBA Baltimore on March 11, 2014. The last 10 years of Agile have focused on the team. The next 10 years of Agile will focus on the enterprise. That said, should the Product Owner continue to be a single person or does it need to evolve as well? Let's cover the basics and then see how LeadingAgile has been successful at leveraging the Product Owner role at scale.
Markets are changing faster than typical strategic planning cycles can support. Additionally, digital strategies are increasing interdependencies and exacerbating the strain on execution. Strategic planning often falls short because it’s not as fluid as it needs to be.
One thing we must consider is that there are—typically— a lot of assumptions being made about markets as well as the organization’s capacity to execute. Those assumptions often miss the mark when attempting to meet the ever-changing needs and expectations of shareholders and customers. Agile provides the opportunity to create the requisite adaptability to validate and adapt to as we understand our ability to deliver and the realizable value of our strategies.
This talk is targeted at senior managers seeking to understand how to leverage Agile to improve Strategic Execution. This talk will show how to build market sensing into strategic planning, how to design the execution model to provide valuable feedback, and how to prioritize learning to maximize return. The model has been developing over the years and has successfully responded to the assumptions and ambiguity facing firms. The reality is that it’s not that simple, but we have a model that can help.
Learning Outcomes:
• Understand how agile can enable strategy execution in rapidly evolving markets
• Quantify opportunities to accelerate learning to maximize business return
• Determine when and how to prioritize for learning over earning
Agile Coaching has evolved to combine 80% of systemic coaching, 15% of Family Coaching and 5% of Personal Development Coaching.
This slide deck introduce Agile Coaching as an evolution of ICF Systemic coaching taking the challenges of self organisation in Agile Dynamic Systems (complex adaptative systems)
Qu'est-ce donc que l'Agilité déjà ?
Quelle est la différence avec Scrum ?
Je fais quoi avec mon Gantt ?
Est-ce que le Web est un bon candidat ?
Pourquoi est-ce que je vis autant de difficultés ?
Par où dois-je commencer ?
Cette introduction (ou ré-introduction) vise les vendus et les désabusés, les initiés et les nouveaux intéressés. C'est un rafraichissement sur l'agilité qui permettra de faire un petit pas en arrière et mieux préparer les prochains. Pour certains, ce sera un retour sur les fondements de l'agilité et pour d'autres ce sera la satisfaction d'une curiosité qui perdure. Avec plus de dix ans d'expérience, l'agilité a maturée mais pourquoi reste-t-elle difficile à maitriser ?
Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l'information depuis plus d'une dizaine d'années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l'ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l'information. Depuis 2008, il se consacre à Lean ainsi qu'à l'agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Agile is an ideal organizational model to manage complex domains, but it does question many structural and cultural assumptions found in a traditional management culture. This presentation shows how transforming a large enterprise towards Agile requires not only a shift in methodology but also a shift in beliefs. We examine the limits of implementing Agile into a traditional enterprise and explore some transformational approaches that address these limits.
From Classroom to Zoom - How to Adapt to Our New Virtual WorldAgile Montréal
This year we have had to reinvent ourselves. Gone are in-person interactions, only to be replaced by the cold glow of our computer monitors. The nature of virtual interaction is inherently different than in-person interaction, and this talk aims to explore just that. We look at how you should approach the two in different ways, and we aim to give you the tools and knowledge you need to successfully lead virtual meetings, training, and work-session with others.
Daniel Tardif
#FutureSkillmanagement: Is your workforce fit for the digital transformation?Marc Wagner
More than a third of the desired skill set in 2020 is probably not available in your company today. We’ve got your entire process covered with market best practices, standardized & industry-crafted catalogues, and tools for automation.
Hand out slides to a presentation I have given to the Project Management Institute PMI Quality round table and other groups on Organizational Agility. I discuss Scrum, Lean Startup, Lean Canvas, Minimum Valuable Product MVP, Design Thinking, Agile scale, SAFe, DAD, ASM, LeSS Scaled Agile Scrum, DevOps, TDD, ATDD
To book a guest lecture or Agile Coaching services, see my presentation for contact information. I am based in New York and am available to travel to your location.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
This slide is a discussion of Traditional Project Management V Agile Project Management. Where and how both fits in, why should we go for Agile Project Management, What is Agile etc. is dealt in detail,
Eoin Woods, CTO at Endava, provides insights into what we mean by agility and explores why successful Agile Transformation initiatives go beyond the development teams, in a whitepaper that discusses the six aspects of an organisation that need to evolve to achieve true agility.
Pitch: A FlowCon 2019, je vous convie à construire ensemble la réponse à cette question dans un "confelier" (conférence introductive de 20 mn + atelier coopératif de 25mn).
3 parties :
1) Agile : une catachrèse
2) businessAgility: un ecosystème observable
3) échanges en format FishBowl
Jan de Vries - How to convince your boss that it is DevOps that he wantsAgile Lietuva
- We all know that we could implement DevOps a lot faster if we only would have commitment from our boss. We all know that there is a shiny business case for almost every DevOps implementation
- And we all know that the whole company will reap the benefits regarding speed, agility and stability once we implemented DevOps. Actually, it provides good, fast and cheap at the same time. So, what are we waiting for? What is your boss waiting for? What is C-level waiting for?
- That’s something we will do research on in this workshop. We will also share our research on this from the recent past.
- The workshop starts with a presentation about 7 practices that a company should adopt to be able to apply DevOps.
- The technique that we use is called Appreciative Inquiry. To tackle a problem, it discovers the best practices that work, the reason they work and how these combined practices can be used to avoid the problem ahead and create a strategic change. The aim is to build – or even rebuild – organizations around what works, rather than trying to fix what doesn’t.
- So we want to know what your boss is afraid of and what you have already tried to convince him that he is better off with DevOps. You will leave the workshop with the combined Appreciative Inquiry insights of all the attendees
The product owner and the scrum team. Can one person do this at scale?Derek Huether
Presented at IIBA Baltimore on March 11, 2014. The last 10 years of Agile have focused on the team. The next 10 years of Agile will focus on the enterprise. That said, should the Product Owner continue to be a single person or does it need to evolve as well? Let's cover the basics and then see how LeadingAgile has been successful at leveraging the Product Owner role at scale.
We often get asked why Scrum has only 3 roles, 3 artifacts and 3 ceremonies. In fact, our customers simply want to know why Scrum works. In these slides we try to explain the principles behind the prescriptions of Scrum, in the form of 5 Whys: Why Scrum? Why 3 Roles? Why 3 Artifacts? Why 3 Ceremonies? And Why agile engineering practices support Scrum?
Agile and CMMI: Yes, They Can Work TogetherTechWell
There is a common misconception that agile and CMMI cannot work together. CMMI is viewed as a documentation heavy, slow, process-driven model—the polar opposite of agile principles. The cost of documentation for an appraisal is viewed as another drawback. Join Ed Weller to see why a large organization chose to use the practices in the CMMI to complement agile, and a formal appraisal to improve and evaluate their performance. When mixing approaches that seem contradictory, the first step is to understand the benefits, drawbacks, and cost of each approach and then identify complementary additions. This includes myth busting the misperceptions about both agile and CMMI. The second step, using a formal CMMI appraisal to evaluate organizational performance, requires an understanding of the CMMI model that goes beyond a “checklist approach” requiring extensive documentation. Using lean principles, the appraisal team minimized “appraisal documentation” by using the day-to-day team output. Ed shows that agile and CMMI can be complementary due to executive leadership, lean implementation, and organization training, as demonstrated by a formal appraisal and business results.
Personal customer experiences are and will be more and more vital. People to people, but also people to machine. Today, there are several providers of the same services, and the new ones are faster, more flexible, and more personalized in their communications with their customers & users. How do we ensure that we provide the right information to our employees as well as to our customers so they can better serve and increase customer satisfaction?
This webinar will focus on how you as an organization will have to restructure, rethink and redesign your technological platform to support increasing employee- and customer demands.
Key takeaways:
Holistic understanding of how to make a successful cloud transition
Learn why modern organizations excel in customer treatment, productivity, flexibility, and agility
High-level architecture and how and why DevOps changes organizations
Andrew Lukianenko: Role of Project Manager in tech startups (UA)Lviv Startup Club
Andrew Lukianenko: Role of Project Manager in tech startups (UA)
UA Online PMDay 2024 Winter
Website – www.pmday.org/online
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Oplægget blev holdt ved et seminar i InfinIT-interessegruppen Softwaretest den 11. februar 2014. Læs mere om interessegruppen her: http://infinit.dk/dk/interessegrupper/softwaretest/softwaretest.htm
Paul Holway's presentation to TDWI St. Louis at the 2014-06-13 "Agile" meeting. For more information, see @paulholway on Twitter on LinkedIn (https://www.linkedin.com/pub/paul-holway/3/985/443)
This is a presentation that was given to the Project Management Institute of Metrolina. The goal is exposure to the fundamental ideas of Lean/Agile/Scrum software development.
The twelve step to transform your company, Agile Spain 2022Pierre E. NEIS
Some say that the transformation of an agile way of working is a full part of the agile process, but unfortunately not true.
The AO method highlights 5 paradigm shifts to become a real agile organization. These five steps have twelve substeps that allow you to define how far or how agile you want to become and what actions to take.
Digitale Transformationen und Service DesignPierre E. NEIS
"Digitale Transformationen und Service Design"
Beitrag von Pierre E. NEIS (senior agile coach, agile² GmbH)
DIGITAL ist das große Thema. Alle wollen Digitalität einführen und einige Unternehmen wollen sogar „Digitale Unternehmen“ sein - aber viele scheitern. Warum ist das so?
Digital hat nichts mit Technologie zu tun. Technologie unterstützt Digital. Digital bedeutet, dass es keine Distanz zwischen Kunde und Lieferant mehr gibt. Digital bedeutet letztendlich eine neue Art der Beziehung im Massenkonsum, bei der Massen-Customizing statt Massenproduktion beherrscht werden sollte.
Mein Vortrag - oder eher meine Diskussion - handelt über „Service Design und Agile Organisationen“, mit Beispielen aus dem e-Commerce, dem Versicherungswesen und der Einführung Digitaler Strategien in Banken. Im letzten Teil dieser Diskussion demonstriere ich Euch anhand des Models „Agile Digital Enterprise“, wie man versucht dies umzusetzen.
Testing Enterprise scrum through Scrum for Program Management in large organisation. Program should be understood as a collection of projects, activities, support and operations moving toward a business related goal. This goal can consist of different natures: time bound, risk bound, etc...
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
10. 10
End-to-end process • design and refine the process aligned with Release Roadmap
Collaboration
• enhance Product Owner’s vision with Process Owners/Users
• define Personae and create specific User stories and Themes
• work as a team member of a cross-functional team
Knowledge • Interact with the Business Process community of practice (aka Chapter) to share,
learn and improve standards
Build • set up the standard process as a hypothesis
Measure • set up a Definition-of-Done (DoD) for the E2E process
• collect customer’s/user’s improvement (Sprint Review) and update
• run User Testing workshops to test the hypothesis
• Improve the measures
Visible metrics • Set metrics and capture mechanisms for both Customer and Delivery Teams
• Display metrics so that all the teams share the same wall
• Make it highly visible in the Communication Tool (Jira, Confluence)
Communication &
collaboration
• Use intra-team, web-based collaboration (Jira, Confluence)
Scrum Team Rooms • Secure Scrum Team Rooms for each team; one room per Work stream
• Group Work Stream Rooms in a common location/building
• Use significant wall-space for creative boards and facilitate display of visible
metrics
• Install conference phones, video conference, whiteboards
Customer Lab • Recruit and schedule customers for regular testing
• Use trained facilitators to conduct interviews (Training or Scrum Masters)
• Set up a customer lab with recording equipment
A. PRACTICES
B. PROCESSES
C. TOOLS
D. INFRASTRUCTURE
a
“consulting”
approach
11. 11
Satisfy customer
through early &
continuous
delivery
Agile processes
harness change
Deliver working
software
frequently.
Business people
and developers
must work
together
Build projects
around
motivated
individuals.
Face-to-face
conversation
Working
software is the
primary
measure of
progress
Sponsors,
developers, and
users should be
able to maintain
a constant pace
Continuous
attention to
technical
excellence and
good design
Simplicity--the art of
maximising the
amount of work not
done--is essential.
Self-
organizing
teams
At regular
intervals, the
team reflects how
to become more
effective
manifesto
13. 13
composition of a scrum team
Build the right
thing
Build the
thing right
Build it fast
PROCESS OWNER
DEVELOPER
TESTER
DEL IVERY MANAGER
PRODUCT
OW NER
SCRUM
MASTER
DEV TEAM
14. 14
1 E2e
process
more E2e
processes
more E2e
processes
more E2e
processes
more E2e
processes
component
component
component
component
component
component
component
component
component
component
component
component
component
component
component
sprint
release
<sprint>
<release>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<release> <release> <release> <release>
time
productbacklog
Like for
product
increments,
processes have
to be delivered
incrementally!
E2E Strat.
product roadmap and development strategy
22. 22
1 2 3 4
Distille Agile Mindset
SCRUM
CONTINUOUS
INTEGRATION
DEVOPS
E V OLU TION A RY CHA N GE PROCESS
(IN SP EC T & ADAP T )
100% SCRUM (SHU)
TESTER IN TEAM
RUN COMMITTED
100% SCRUM (HA)
100% AUTOMA. TESTS
RUN PEOPLE IN DEV.TEAM
DEV. TRANSPORTS
AUTOMATICALLY
100% SCRUM (RI)
CONTINUOUS DEPLOYMENT
FULL TEST AUTOMATION
TRANSPORT SEVERAL TIMES A
DAY
2017 20182016
A P R . D E C . Q 3 . Q 1 . .Q 1 . .
24. 24
1 2 3 4
Distille Agile Mindset
SCRUM
CONTINUOUS
INTEGRATION
DEVOPS
E V OLU TION A RY CHA N GE PROCESS
(IN SP EC T & ADAP T )
100% SCRUM (SHU)
TESTER IN TEAM
RUN COMMITTED
100% SCRUM (HA)
100% AUTOMA. TESTS
RUN PEOPLE IN DEV.TEAM
DEV. TRANSPORTS
AUTOMATICALLY
100% SCRUM (RI)
CONTINUOUS DEPLOYMENT
FULL TEST AUTOMATION
TRANSPORT SEVERAL TIMES A
DAY
2017 20182016
A P R . D E C . Q 3 . Q 1 . .Q 1 . .
so so
so so
so so
what?
25. 25
Satisfy customer
through early &
continuous
delivery
Agile
processes
harness
change
Deliver
working
software
frequently.
Business
people and
developers
must work
together
Build projects
around
motivated
individuals.
Face-to-face
conversatio
n
Working
software is
the
primary
measure of
progress
Sponsors,
developers,
and users
should be
able to
maintain a
constant pace
Continuous
attention to
technical
excellence
and good
design
Simplicity--the
art of
maximizing the
amount of work
not done--is
essential.
Self-
organizin
g teams
At regular
intervals, the
team reflects
how to become
more effective
28. 28
contract
blue print validates contract.
expectations: no change. reality:
loosing customer’s engagement
in the hurry
development
poortesting
EXPECTEDDELIVERYDATE
WIN/WIN W E WIN / T HEY L OO SE WE WINS / THEY LOOSE LOOSE/
LOOSE
LOOSE/
LOOSE
Tada!VALUE/EFFICIENCY CURVE
29. 29
C U S T O M D E V E L O P M E N T B A S E D O N C U S T O M E R ’ S
E N G A G E M E N T & C O N T I N U O U S LY I N S P E C T & A D A P T
C Y C L E S
contract
rapid delivery
of standard &
continuous
delivery (test
automation) as
blueprint!
JUSTINTIME,JUSTENOUGH
WIN/WIN CUSTOMER IS ENGAGED: EACH SPRINT
DELIVERS , A TESTABLE INCREMENT.
CUSTOMER DELIVERS C ONSTRUCTIVE
FEEDBACK EACH CYCLE
WIN/WIN
yeah!
VALUE/EFFICIENCY CURVE
W IN/ W IN CUSTO MER DEL IGHT
this is only feasible with strong sap business engagement within the development!
37. 37
structure organisation
Boss
orders
assumption is made
that a single person
has the whole
knowledge
subordinates
execute orders,
managers are
planing and
executing
Leaders
assumption is made that leaders
gives a direction and participants
are focusing to deliver as much
value possible to the organization
38. The situation
38
structure:
focus on
career within
the company:
individual value
organisation: focus on
business value,
customer value
a lot of
decoupled
individual
initiatives
a few high
valuable and
value bringing
initiatives
management
driven
customer driven
39. 39
Self directed Teams (Agile) Traditional Organization
customer-driven management driven
multi-skilled workforce workforce of isolated specialists
few job descriptions Many Job Descriptions
Information widely shared Information limited
Few levels of management Many levels of Management
Whole-business focus Function/department focus
Shared goals Segregated goals
Seemingly chaotic Seemingly organized
Purpose achievement emphasis Problem-solving emphasis
High worker commitment High Management commitment
Continuous improvements Incremental improvements
Self-controlled Management-controlled
Values/principles based Policy/procedure based
organisation structure
Our challenge is to switch the organisation from traditional to self directed
AO
42. 42
Corporate
structure
organisation plays the
game of agile
Robustness
Responsiveness
+
+
-
-
• high control
• high consistency
• growth $$$$
• customer response
• pro activity
• mastery
The path step 1
43. 43
Corporate
structure
organisation plays the
game of agile
Robustness
Responsiveness
+
+
-
-
• high control
• high consistency
• growth $$$$
• customer response
• pro activity
• mastery
The path step 1
orderedrobust
system
disorderedresponsivesystem
44. Step 2
44
Corporate
organisation plays the game
of agile
+
+
-
-
• mostly business-as-
usual work
• admin work
• everything to control
the variability in that
system
• support as commodity
• projects
• programs
• development
• research
• agile support
Managers
Leaders
reduce waste
less managers
45. step 3
45
structure as safe-to-fail boundary
organisation plays the game
of agile
Step 3
light
structure
protecting the
organization from
turbulences allowing
a safe-to-fail
environment
• Company is working
like a venture capital
managing a portfolio
of ventures
• Product Owners of the
organisation are
behaving like
intrapreneurs
• Projects or Programs
are Profit Centres
• Core structure activity
is funding, portfolio
management and
commodity
management.
46. structure as safe-to-fail boundary
step 4
46
organisation plays the game of agile
Step 4just enough flat
structure
• Maturity level is as its
highest level
• 100% empowered and
engaged people
working from
anywhere
• ROWE working model
• Working model is
similar as Open Space
Tech
49. 49
Corporate
structure
organisation plays the
game of agile
Robustness
Responsiveness
+
+
-
-
• high control
• high consistency
• growth $$$$
• customer response
• pro activity
• mastery
• most of management
activities are
automatized
maintains structural status quo against paradigm shift
old
paradigm
new
paradigm
Enterprise Scrum V1
Nexus
50. 50
Corporate
structure
organisation plays the
game of agile
+
+
-
-
this is about doing more from the bad things. “Organization” means creating wealth for the
company and not for the purpose of a functional silo. All activities are cross-functional and
teams are mixed from people of all necessary areas to transform demand into value.
old
paradigm
new
paradigm
finance
marketing
sales
i t
support
55. 55
• For large organization the challenge is to think that this model is not a
transposable pattern.
• Organizational development is continuous. Like when the behaviour of
a single team changes when a new mate is arriving, the whole
organization will change when people are joining, people are leaving
or when the company is merging with another one.
• The Agile Org Model is only helping you to understand how your
“system” is behaving and where you have to take action.
57. paradigm shiftOLD NEW
AO
57
agile VC
D ISCOVERY
AWA K EN RUBIC ON
+ STRUCTURE + ORGANIZATION
agile as
entertainment
agile as
methodology
agile as mindset
agile as
organisation
WWW.AGILESQR.COM
AO - transformation paths