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AO, the sap case
The document discusses the future of agile organizations with a focus on SAP's case, emphasizing practices, processes, and tools necessary for agile transformation. It underlines the importance of early and continuous delivery, teamwork, and a customer-driven approach while highlighting the shift from traditional to self-directed organizational structures. The conclusion stresses that understanding system behavior is crucial for successful agile implementation and that organizational development is an ongoing process.
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AO, the sap case
- 1. the future ofagile Organisations the SAP case 1
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- 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
- 12. 12 what means scrum? READYDONE using scrum
- 13. 13 composition of ascrum 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 moreE2e 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
- 15. 15 build measure learn working software the end-to-end (E2E)process is the outcome and not the input of a development process
- 16. 16 minimal Toolbox toget the job done BP M MATURITY PROCESS IM PACT M APPING ATTD OR BDD
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- 22. 22 1 2 34 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 . .
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- 24. 24 1 2 34 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
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- 28. 28 contract blue print validatescontract. 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 ST 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!
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- 36. before changing, we needto understand how it works 36
- 37. 37 structure organisation Boss orders assumption ismade 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 careerwithin 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
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- 42. 42 Corporate structure organisation plays the gameof agile Robustness Responsiveness + + - - • high control • high consistency • growth $$$$ • customer response • pro activity • mastery The path step 1
- 43. 43 Corporate structure organisation plays the gameof agile Robustness Responsiveness + + - - • high control • high consistency • growth $$$$ • customer response • pro activity • mastery The path step 1 orderedrobust system disorderedresponsivesystem
- 44. Step 2 44 Corporate organisation playsthe game of agile + + - - • mostly business-as- usual work • admin work • everything to control the variability in that system • support as commodity • projects • programs • development • research • agile support Managers Leaders reduce waste less managers
- 45. step 3 45 structure assafe-to-fail boundary organisation plays the game of agile Step 3 light structure protecting the organization from turbulences allowing a safe-to-fail environment • Company is working like a venture capital managing a portfolio of ventures • Product Owners of the organisation are behaving like intrapreneurs • Projects or Programs are Profit Centres • Core structure activity is funding, portfolio management and commodity management.
- 46. structure as safe-to-failboundary step 4 46 organisation plays the game of agile Step 4just enough flat structure • Maturity level is as its highest level • 100% empowered and engaged people working from anywhere • ROWE working model • Working model is similar as Open Space Tech
- 47. where do wesee actual agile frameworks? 47 7
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- 49. 49 Corporate structure organisation plays the gameof agile Robustness Responsiveness + + - - • high control • high consistency • growth $$$$ • 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 gameof 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
- 51. agile organization challenge ifyou are global 51 8
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- 53. 53 1 2 3 4 56 Mainlocations
- 54. 54 main location and subsidiaries newsystem all org improvements are feeding the new
- 55. 55 • For largeorganization 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.
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- 57. paradigm shiftOLD NEW AO 57 agileVC 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
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- 59. 59 agile² agile² GmbH -Heidelberg (Germany) - www.agilesqr.com http://yunikon.academy yunikon academy EVOLUCÓN DEL TRABAJO