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2013 Key takeaways from 8 years scrum coaching and consulting
This document discusses key takeaways from 8 years of Scrum coaching experience. It describes how work and workplaces have changed from the Industrial Age to the Knowledge Age. Knowledge work demands self-organizing teams, less management, and leveraging workers' brains through communication and collaboration. Agile transformations often fail due to resistance to allowing self-organization and changing management structures. A successful agile transition starts by establishing a vision and coaching pioneer teams, then scaling practices level-by-level across the organization with a transition team managing impediments.
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2013 Key takeaways from 8 years scrum coaching and consulting
- 1. Objectbay Software &Consulting GmbH Dr. Andreas Wintersteiger andreas.wintersteiger@objectbay.com
- 2. Agile Transformation Key Takeawaysfrom 8 years of Scrum Coaching Dr. Andreas Wintersteiger Objectbay Software & Consulting GmbH andreas.wintersteiger@objectbay.com
- 3. © 2012 ObjectbaySoftware & Consulting GmbH I could see SOME CHANGES in companies going on... 3
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- 5. PEOPLE • Motivation • Energy •Relaxation • Appraisals 5
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- 7. PHENOMENA 7 • Open Source •Crowd sourcing • Startups as game changers • War for Talents OTHER
- 8. © 2012 ObjectbaySoftware & Consulting GmbH This is not going to work for us! 8
- 9. © 2012 ObjectbaySoftware & Consulting GmbH RESISTANCE 9
- 10. © 2012 ObjectbaySoftware & Consulting GmbH But why? 10 Let’s have a look at where we’ve come from ...
- 11. © 2012 ObjectbaySoftware & Consulting GmbH Industrial Age 11 •Humans - manual labour •Muscle Power •Minor parts of brain wanted •No creativity desired •Management control
- 12. © 2012 ObjectbaySoftware & Consulting GmbH Scientific Management (1911) 12 •Separation of Planning and Execution •Norming of Work •Selection and Instruction •Targets & Incentivation •Multiple Levels of Management Frederick Winslow Taylor
- 13. © 2012 ObjectbaySoftware & Consulting GmbH The Age of Information 13 •Humans produce Information •Humans consume Information •We are Knowledge Workers •Work: Leverage the Brain
- 14. © 2012 ObjectbaySoftware & Consulting GmbH Leveraging brains? 14 No Download! Communication
- 15. © 2012 ObjectbaySoftware & Consulting GmbH 100 % Economies of Scale 15 5x = 500 % 5x = ?
- 16. © 2012 ObjectbaySoftware & Consulting GmbH Last Century’s Management Principles ... 16
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- 18. Knowledge Work isdifferent 18 • Economies of Scale: only with Teamwork • Working together • Communication is KEY • Demand controlled management of workload (PULL) • Process Ownership, Instant Processes
- 19. Motivation • Autonomy • Mastery •Purpose 19 Dan Pink - The surprising truth about what motivates us
- 20. You think Agileis just another PROCESS?
- 21. © 2012 ObjectbaySoftware & Consulting GmbH The WORKPLACE Revolution 22
- 22. Biggest Blockages inAgile Transformations seen so far ... 23 • Self Organization not allowed • Organizational & Management Structures can’t be changed • Communication Structures • Transparency not wanted • Certified Processes established & must-been-followed • Low Standards Attitude
- 23. Is Agile theroot cause?
- 24. Agile Transformation Establishing aVision Dr. Andreas Wintersteiger Objectbay Software & Consulting GmbH andreas.wintersteiger@objectbay.com
- 25. Starting at theTeam Level 26 • Self-organizing Scrum Teams • cross-functional • Scrum Master as Team Coach • Transparency • Inspection & Adaption • Process Ownership • Empowerment • Trust • Learning • Reliable Deliveries • Less Defects • Better Architecture
- 26. Team Coaching intensity 27 getthe team ready to start get the team trained and started get the team confident let the team do it let the team do it alone. return visit 1 2 3 4 5 6
- 27. Start with pioneerteams • Trailblazers showcase, win & create more demand • Do not go halfway, keep improving • Keep touch base • Do not create heavyweight processes & structure • Trust the team and show you do! 28
- 28. Scale one levelat a time 29
- 29. Product Owners define success •Feature Backlog • P.O.s form a Scrum Team • and need a Scrum Master, too! • P.O.’s have their Meetings • ... and they ship the product 30
- 30. Each P.O. isin two “teams” 31
- 31. Feature Backlog• Bad: LayerTeams • Better: Component Teams • Tricky: Platform Teams • Best: Feature Teams 32 Dependency Management
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- 35. Agile Transition Team •Organizational Impediments become highly visible • “Scrum Master Force” - Agents for the change • Organizational Change controlled by Management • Strategy • Transition Backlog to drive change 36
- 36. Transition Team • Setupand made up of Senior Management • Define Vision and Strategy • Drive the Change • Act on organizational Problems surfacing through Scrum • HACK THE CORPORATE CULTURE • Fearless Change (John Kotter) 37
- 37. Impressions seen • Lackof Stakeholder Involvement • Technical Skills & Expertise at Team Level • Continuous Integration • Test Automation • Quality Attitude • Teamwork, Lonely Warriors and Communication issues • “Disturbance from Production” • No Collective Ownership, Responsibility • Bollywood Scrum • Waterfall Sprints • Late Acceptance • No Release Cadence 38
- 38. Quick Fixes • EnsureStakeholder/Management Involvement • Team Level Intensive Care, Principles over Practices • Empowerment on Team Level, Coaching, Transparency • Agile Transition and Rollout Team • Company Heartbeat: Synchronized Sprints • Surface and manage Dependencies: Scrum Of Scrums • Release Cadence: Agile Release Train • Technical Excellence: Agile Developer Skills / Agile Engineering Practices • Manage Culture Hacking 39
Editor's Notes
- #3 Adopting to Agile is hard and demands some cultural changes within an organization. The entire industry is in a radical worldwide shift and knowledge workers are right in the middle. It is no coincidence that Agile Software Development is one of the cornerstones where this shift becomes highly visible. This talk will focus on the the shift behind Agile, the reasons and the impact. Drawn from more than 8 years of experience in Agile transformation we will also have a peek into future of corporate Agile.
- #5 Strange, new kind of workplaces Motivation of people Highly energized people Appraisals Management hierarchies
- #23 - different work - different workplaces - different management principles - different appraisal - different organizational structures
- #28 Ensure the correct environment and boundary conditions are in place: identifying candidates for roles, a product (or project) is in place, dates for workshops or trainings are aligned, etc... Ensure people have the right knowledge and are ready to begin: Execute the required workshops, training to ensure a common understanding and knowledge, product backlog is prepared for the first sprint. Actively coach the team through sprints and play a hands-on coaching role: facilitating meetings, creating artifacts, 1-on-1 coaching with team members, guiding the team through their first sprints. Play a more passive coaching role whilst the team try it for themselves, however, still provide feedback and support throughout. Provide assistance or support only if asked. Observe, listen and provide feedback.
- #33 Conway’s Law
- #35 - Now 4 Questions - Tow Parts