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© Prof. Dr. Ayelt Komus
Learning From The Essence Of Agile Methods
Success Principles Of Leadership And Management
In A Complex World
Customer Day
xxx Global IT
Online - October 27, 2021
Prof. Dr. Ayelt Komus
komus@hs-koblenz.de
linkedin.com/in/komus
xing.com/profile/Ayelt_Komus
www.komus.de
www.process-and-project.net
www.heupel-consultants.com
© Prof. Dr. Ayelt Komus 2
www.komus.de
www.process-and-project.net www.heupel-consultants.com
▪ Professor of Organizational Design and Information Systems
▪ Co-Initiator of „Modellfabrik Koblenz“ (Model factory Koblenz)
▪ Scientific advisory board Heupel Consultants
▪ Thought Leader for Management in Complex Contexts and Agile
Methods
▪ Studies / Surveys like „Status Quo (Scaled) Agile“, „agile PMO“
(2012, 2014, 2016, 2020), „Status Quo PEP – lean and agile“,
„CIO Today - Driving or driven?“
▪ 80+ publications,
150+ keynotes/ lectures,
150+ interviews/ media reports
You can find me on:
Further information, latest publications, keynotes… visit www.komus.de
Prof. Dr. Ayelt Komus
© Prof. Dr. Ayelt Komus 3
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Agile – What‘s All The Excitement About?
Agile
Burndown Charts Design Thinking
DevOps
User Stories
SAFe
Scrum
LeSS
Sprints
Kanban
VUCA
Spotify
Effectutation
Extreme Programming
Spotify
Agile Manifesto
Agile Project Management
Flat Hierachies
Product Owner
Holocracy
Transformational Leadership
Lean Management
Design Thinking
Retrospectives
Stand-up-Meetings Flexibility
Nexus
© Prof. Dr. Ayelt Komus 4
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Short Crisis…
Black Thursday
Where Corona is already causing
supply problems
Germany orders entry bans because of Corona
© Prof. Dr. Ayelt Komus 5
www.komus.de
www.process-and-project.net www.heupel-consultants.com
… Or Structural Change Of Times?
TV duel against Biden - disaster in sections
Charli d'Amelio masters
the supreme disciplines of TikTok
An indictment of leadership –
this is how bad Daimler’s
crisis management is
German companies fall well behind
© Prof. Dr. Ayelt Komus 7
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Management-Contexts - Classification
Simple
Complicated
Complex
Chaos
Interrelations and
systems behavior are….
Intuitive,
simple
Not simple,
but predictable and
manageable (with
effort and know-
how)
Not predictable
or manageable
Only limited
manageablity,
Planning is only
possible to a very
limited extent
© Prof. Dr. Ayelt Komus 8
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Management-Contexts – Principles Of Action
Simple
Complicated
Complex
Chaos
Intuitive,
simple
Not simple,
but predictable and
manageable (with
effort and know-
how)
Not predictable
or manageable
Only limited
manageablity,
Planning is only
possible to a very
limited extent
Not in
focus
Analysis, Model,
Detailed Planning,
Command & Control
Do it !,
Observe,
Try to understand
Become better
Hypotheses,
Experiments,
Learning
“Step by Step”
Successful Management
is based on…
© Prof. Dr. Ayelt Komus 9
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Management-Contexts – Principles Of Action
Simple
Complicated
Complex
Chaos
Intuitive,
simple
Not simple,
but predictable and
manageable (with
effort and know-
how)
Not predictable
or manageable
Only limited
manageablity,
Planning is only
possible to a very
limited extent
Not in
focus
Analysis, Model,
Detailed Planning,
Command & Control
Do it !,
Observe,
Try to understand
Become better
Hypotheses,
Experiments,
Learning
“Step by Step”
Plan driven
Management
(“BDUF”)
Agile methods
(Scrum…)
© Prof. Dr. Ayelt Komus 10
www.komus.de
www.process-and-project.net www.heupel-consultants.com
9 Principles Of Success
For Leadership And Management In A Complex World
1. Learning beats knowing
2. Smart Planning
3. Decision-making on the right level
4. Planning is everything – the plan is nothing
5. From “Command and Control” to leadership
6. Manage simple!
7. Focus!
8. Understand the context
9. Be humble and positive ☺
© Prof. Dr. Ayelt Komus 11
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Learning Beats Knowing
© Prof. Dr. Ayelt Komus 12
www.komus.de
www.process-and-project.net www.heupel-consultants.com
1. Learning beats knowing!
Fail early
Fail often
Fail cheap
© Prof. Dr. Ayelt Komus 13
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Scrum – It‘s All About Continuous Learning and Adjusting
Product Backlog Sprint Backlog Sprint
Potentially deliverable
Product
30 days
(max)
24 h
Daily Scrum
© Prof. Dr. Ayelt Komus 14
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Scrum – It‘s All About Continuous Learning and Adjusting
Product Backlog Sprint Backlog Sprint
Potentially deliverable
Product
30 days
(max)
24 h
Daily Scrum
Continuous
Backlog
Management
Sprint Planning
Adjustments
Impediments
Sprint Review
Sprint Retrospective
© Prof. Dr. Ayelt Komus 15
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Smart Planning
© Prof. Dr. Ayelt Komus 16
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Smart Planning
Increasing uncertainty
Over planning
reasonable plannable
Level of
detail
Planning
Knowledge/
Prediction
Uncertainty
Today Future
© Prof. Dr. Ayelt Komus 17
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Decision-making on the right level
© Prof. Dr. Ayelt Komus 18
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Example - Planning And Flight Levels
Portfolio-
planung
Portfolio-
planung
Big Room
Planning
sprint planning
(bi-weeky cycle
sprint plannings for squad)
program planning
(bi-monthly cycle
Big Room Plannings)
portfolio planning
(yearly and after 6 months)
Big Room
Planning
Big Room
Planning
Big Room
Planning
Big Room
Planning
Big Room
Planning
Courtesy Heupel Consultants
© Prof. Dr. Ayelt Komus 19
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Planning is everything
The plan is nothing
© Prof. Dr. Ayelt Komus 20
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Planning Is Everything – The Plan Is Nothing
„Plans are worthless,
but planning is everything.“
- Dwight D. Eisenhauer
Planning is everything
- the plan is nothing
© Prof. Dr. Ayelt Komus 21
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Big Room Planning –
Developing Common Vision, Understanding And Motivation
Testen & Lösung
weiterentwickeln
Ideen / Lösungen
entwickeln
Standpunkt/ Problem-
stellung definieren
Bedürfnisse / Problem
verstehen
Alle
Bilder:
Heupel
Consultants
© Prof. Dr. Ayelt Komus 22
www.komus.de
www.process-and-project.net www.heupel-consultants.com
From Command and Control to Leadership
© Prof. Dr. Ayelt Komus 23
www.komus.de
www.process-and-project.net www.heupel-consultants.com
From “Command And Control” To Leadership
Source: https://hbr.org/2013/12/how-google-sold-its-engineers-on-management
https://rework.withgoogle.com/blog/the-evolution-of-project-oxygen/
https://rework.withgoogle.com/print/guides/5721312655835136/
Is a good coach
Empowers team and does not
micromanage
Creates an inclusive team
environment. showing concern
for success and well-beeing
Is productive and
result oriented
Is a good communicator –
listens and shares communication
Supports carreer development
and discusses performance
Has a clear vision/strategy
for the team
Has key technical skills
To help advise the team
Lives the cross company
collaboration in daily work routine
Is a strong decision maker
10
6
8
7
1
9
2
3
4
5
© Prof. Dr. Ayelt Komus 24
www.komus.de
www.process-and-project.net www.heupel-consultants.com
What Does “Leadership ” Mean?
(Servant) Leadership
▪ Provide Vision
▪ Guidance and Support
▪ Shield the team from disturbancies
▪ Empower and Inspire Trust
▪ Purpose, Autonomy, Mastery
© Prof. Dr. Ayelt Komus 25
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Learning and Understanding My New Role
© Prof. Dr. Ayelt Komus 26
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Manage simple!
© Prof. Dr. Ayelt Komus 27
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Manage Effectively – Not Impressively (And Not To CYA)
© Prof. Dr. Ayelt Komus 28
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Manage visible!
Quelle: Heupel Consultants, April 2016
© Prof. Dr. Ayelt Komus 29
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Focus!
© Prof. Dr. Ayelt Komus 30
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Multitasking
I know you know it-
Multitasking just doesn‘t work
Live up to it!
Limit Work in Progress!
© Prof. Dr. Ayelt Komus 31
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Powerful And Simple To Limit Work In Progress: Kanban-Board
© Prof. Dr. Ayelt Komus 32
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Flow - Weighted Short Job First
Nach Reinertsen, Don
Flow – The Principles of Product Development Flow
A
B
C
delay cost
Scenario 1
C
delay cost
B
A
Scenario 2
time
time
1 3 6
3 6
1
© Prof. Dr. Ayelt Komus 33
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Understand the context
© Prof. Dr. Ayelt Komus 34
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Simple
Minor
Clarity/
Concord
Major
Clarity/
Concord
"Under control" Unclear/
Uncertain
Demands
Technology/
Method
Nach: Ralph D. Stacey: Strategic Management And Organisational Dynamic: The Challenge of Complexity
Complex
Complicated
Complex or just Complicated? – Stacey Matrix
© Prof. Dr. Ayelt Komus 35
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Minor
Clarity/
Concord
Major
Clarity/
Concord
"Under control" Unclear/
Uncertain
Demands
Technology/
Method
Complex
Manage According To Context
complex
Classic
area
Nach: Ralph D. Stacey: Strategic Management And Organisational Dynamic: The Challenge of Complexity
© Prof. Dr. Ayelt Komus 36
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Let The Complex-Versus-Complicated-Thinking
Become A Part Of Your Daily Routine
Vgl: Komus, Schmidt (2018): www.projektmagazin.de/artikel/mit-der-stacey-matrix-zur-richtigen-pm-methode_1128468
© Prof. Dr. Ayelt Komus 37
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Be humble and positive
© Prof. Dr. Ayelt Komus 38
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Wertorientiertes Vorgehen – kein „Agil als Monstranz“
Break the rules
that don‘t exist!
© Prof. Dr. Ayelt Komus 39
www.komus.de
www.process-and-project.net www.heupel-consultants.com
Let‘s Connect!
Xing: www.xing.com/profile/Ayelt_Komus
LinkedIn: http://de.linkedin.com/in/komus
Twitter: @Ayelt Komus
www.komus.de
www.process-and-project.net
www.heupel-consultants.com
www.praxisforum.net

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Learning From The Essence Of Agile Methods

  • 1. © Prof. Dr. Ayelt Komus Learning From The Essence Of Agile Methods Success Principles Of Leadership And Management In A Complex World Customer Day xxx Global IT Online - October 27, 2021 Prof. Dr. Ayelt Komus komus@hs-koblenz.de linkedin.com/in/komus xing.com/profile/Ayelt_Komus www.komus.de www.process-and-project.net www.heupel-consultants.com
  • 2. © Prof. Dr. Ayelt Komus 2 www.komus.de www.process-and-project.net www.heupel-consultants.com ▪ Professor of Organizational Design and Information Systems ▪ Co-Initiator of „Modellfabrik Koblenz“ (Model factory Koblenz) ▪ Scientific advisory board Heupel Consultants ▪ Thought Leader for Management in Complex Contexts and Agile Methods ▪ Studies / Surveys like „Status Quo (Scaled) Agile“, „agile PMO“ (2012, 2014, 2016, 2020), „Status Quo PEP – lean and agile“, „CIO Today - Driving or driven?“ ▪ 80+ publications, 150+ keynotes/ lectures, 150+ interviews/ media reports You can find me on: Further information, latest publications, keynotes… visit www.komus.de Prof. Dr. Ayelt Komus
  • 3. © Prof. Dr. Ayelt Komus 3 www.komus.de www.process-and-project.net www.heupel-consultants.com Agile – What‘s All The Excitement About? Agile Burndown Charts Design Thinking DevOps User Stories SAFe Scrum LeSS Sprints Kanban VUCA Spotify Effectutation Extreme Programming Spotify Agile Manifesto Agile Project Management Flat Hierachies Product Owner Holocracy Transformational Leadership Lean Management Design Thinking Retrospectives Stand-up-Meetings Flexibility Nexus
  • 4. © Prof. Dr. Ayelt Komus 4 www.komus.de www.process-and-project.net www.heupel-consultants.com Short Crisis… Black Thursday Where Corona is already causing supply problems Germany orders entry bans because of Corona
  • 5. © Prof. Dr. Ayelt Komus 5 www.komus.de www.process-and-project.net www.heupel-consultants.com … Or Structural Change Of Times? TV duel against Biden - disaster in sections Charli d'Amelio masters the supreme disciplines of TikTok An indictment of leadership – this is how bad Daimler’s crisis management is German companies fall well behind
  • 6. © Prof. Dr. Ayelt Komus 7 www.komus.de www.process-and-project.net www.heupel-consultants.com Management-Contexts - Classification Simple Complicated Complex Chaos Interrelations and systems behavior are…. Intuitive, simple Not simple, but predictable and manageable (with effort and know- how) Not predictable or manageable Only limited manageablity, Planning is only possible to a very limited extent
  • 7. © Prof. Dr. Ayelt Komus 8 www.komus.de www.process-and-project.net www.heupel-consultants.com Management-Contexts – Principles Of Action Simple Complicated Complex Chaos Intuitive, simple Not simple, but predictable and manageable (with effort and know- how) Not predictable or manageable Only limited manageablity, Planning is only possible to a very limited extent Not in focus Analysis, Model, Detailed Planning, Command & Control Do it !, Observe, Try to understand Become better Hypotheses, Experiments, Learning “Step by Step” Successful Management is based on…
  • 8. © Prof. Dr. Ayelt Komus 9 www.komus.de www.process-and-project.net www.heupel-consultants.com Management-Contexts – Principles Of Action Simple Complicated Complex Chaos Intuitive, simple Not simple, but predictable and manageable (with effort and know- how) Not predictable or manageable Only limited manageablity, Planning is only possible to a very limited extent Not in focus Analysis, Model, Detailed Planning, Command & Control Do it !, Observe, Try to understand Become better Hypotheses, Experiments, Learning “Step by Step” Plan driven Management (“BDUF”) Agile methods (Scrum…)
  • 9. © Prof. Dr. Ayelt Komus 10 www.komus.de www.process-and-project.net www.heupel-consultants.com 9 Principles Of Success For Leadership And Management In A Complex World 1. Learning beats knowing 2. Smart Planning 3. Decision-making on the right level 4. Planning is everything – the plan is nothing 5. From “Command and Control” to leadership 6. Manage simple! 7. Focus! 8. Understand the context 9. Be humble and positive ☺
  • 10. © Prof. Dr. Ayelt Komus 11 www.komus.de www.process-and-project.net www.heupel-consultants.com Learning Beats Knowing
  • 11. © Prof. Dr. Ayelt Komus 12 www.komus.de www.process-and-project.net www.heupel-consultants.com 1. Learning beats knowing! Fail early Fail often Fail cheap
  • 12. © Prof. Dr. Ayelt Komus 13 www.komus.de www.process-and-project.net www.heupel-consultants.com Scrum – It‘s All About Continuous Learning and Adjusting Product Backlog Sprint Backlog Sprint Potentially deliverable Product 30 days (max) 24 h Daily Scrum
  • 13. © Prof. Dr. Ayelt Komus 14 www.komus.de www.process-and-project.net www.heupel-consultants.com Scrum – It‘s All About Continuous Learning and Adjusting Product Backlog Sprint Backlog Sprint Potentially deliverable Product 30 days (max) 24 h Daily Scrum Continuous Backlog Management Sprint Planning Adjustments Impediments Sprint Review Sprint Retrospective
  • 14. © Prof. Dr. Ayelt Komus 15 www.komus.de www.process-and-project.net www.heupel-consultants.com Smart Planning
  • 15. © Prof. Dr. Ayelt Komus 16 www.komus.de www.process-and-project.net www.heupel-consultants.com Smart Planning Increasing uncertainty Over planning reasonable plannable Level of detail Planning Knowledge/ Prediction Uncertainty Today Future
  • 16. © Prof. Dr. Ayelt Komus 17 www.komus.de www.process-and-project.net www.heupel-consultants.com Decision-making on the right level
  • 17. © Prof. Dr. Ayelt Komus 18 www.komus.de www.process-and-project.net www.heupel-consultants.com Example - Planning And Flight Levels Portfolio- planung Portfolio- planung Big Room Planning sprint planning (bi-weeky cycle sprint plannings for squad) program planning (bi-monthly cycle Big Room Plannings) portfolio planning (yearly and after 6 months) Big Room Planning Big Room Planning Big Room Planning Big Room Planning Big Room Planning Courtesy Heupel Consultants
  • 18. © Prof. Dr. Ayelt Komus 19 www.komus.de www.process-and-project.net www.heupel-consultants.com Planning is everything The plan is nothing
  • 19. © Prof. Dr. Ayelt Komus 20 www.komus.de www.process-and-project.net www.heupel-consultants.com Planning Is Everything – The Plan Is Nothing „Plans are worthless, but planning is everything.“ - Dwight D. Eisenhauer Planning is everything - the plan is nothing
  • 20. © Prof. Dr. Ayelt Komus 21 www.komus.de www.process-and-project.net www.heupel-consultants.com Big Room Planning – Developing Common Vision, Understanding And Motivation Testen & Lösung weiterentwickeln Ideen / Lösungen entwickeln Standpunkt/ Problem- stellung definieren Bedürfnisse / Problem verstehen Alle Bilder: Heupel Consultants
  • 21. © Prof. Dr. Ayelt Komus 22 www.komus.de www.process-and-project.net www.heupel-consultants.com From Command and Control to Leadership
  • 22. © Prof. Dr. Ayelt Komus 23 www.komus.de www.process-and-project.net www.heupel-consultants.com From “Command And Control” To Leadership Source: https://hbr.org/2013/12/how-google-sold-its-engineers-on-management https://rework.withgoogle.com/blog/the-evolution-of-project-oxygen/ https://rework.withgoogle.com/print/guides/5721312655835136/ Is a good coach Empowers team and does not micromanage Creates an inclusive team environment. showing concern for success and well-beeing Is productive and result oriented Is a good communicator – listens and shares communication Supports carreer development and discusses performance Has a clear vision/strategy for the team Has key technical skills To help advise the team Lives the cross company collaboration in daily work routine Is a strong decision maker 10 6 8 7 1 9 2 3 4 5
  • 23. © Prof. Dr. Ayelt Komus 24 www.komus.de www.process-and-project.net www.heupel-consultants.com What Does “Leadership ” Mean? (Servant) Leadership ▪ Provide Vision ▪ Guidance and Support ▪ Shield the team from disturbancies ▪ Empower and Inspire Trust ▪ Purpose, Autonomy, Mastery
  • 24. © Prof. Dr. Ayelt Komus 25 www.komus.de www.process-and-project.net www.heupel-consultants.com Learning and Understanding My New Role
  • 25. © Prof. Dr. Ayelt Komus 26 www.komus.de www.process-and-project.net www.heupel-consultants.com Manage simple!
  • 26. © Prof. Dr. Ayelt Komus 27 www.komus.de www.process-and-project.net www.heupel-consultants.com Manage Effectively – Not Impressively (And Not To CYA)
  • 27. © Prof. Dr. Ayelt Komus 28 www.komus.de www.process-and-project.net www.heupel-consultants.com Manage visible! Quelle: Heupel Consultants, April 2016
  • 28. © Prof. Dr. Ayelt Komus 29 www.komus.de www.process-and-project.net www.heupel-consultants.com Focus!
  • 29. © Prof. Dr. Ayelt Komus 30 www.komus.de www.process-and-project.net www.heupel-consultants.com Multitasking I know you know it- Multitasking just doesn‘t work Live up to it! Limit Work in Progress!
  • 30. © Prof. Dr. Ayelt Komus 31 www.komus.de www.process-and-project.net www.heupel-consultants.com Powerful And Simple To Limit Work In Progress: Kanban-Board
  • 31. © Prof. Dr. Ayelt Komus 32 www.komus.de www.process-and-project.net www.heupel-consultants.com Flow - Weighted Short Job First Nach Reinertsen, Don Flow – The Principles of Product Development Flow A B C delay cost Scenario 1 C delay cost B A Scenario 2 time time 1 3 6 3 6 1
  • 32. © Prof. Dr. Ayelt Komus 33 www.komus.de www.process-and-project.net www.heupel-consultants.com Understand the context
  • 33. © Prof. Dr. Ayelt Komus 34 www.komus.de www.process-and-project.net www.heupel-consultants.com Simple Minor Clarity/ Concord Major Clarity/ Concord "Under control" Unclear/ Uncertain Demands Technology/ Method Nach: Ralph D. Stacey: Strategic Management And Organisational Dynamic: The Challenge of Complexity Complex Complicated Complex or just Complicated? – Stacey Matrix
  • 34. © Prof. Dr. Ayelt Komus 35 www.komus.de www.process-and-project.net www.heupel-consultants.com Minor Clarity/ Concord Major Clarity/ Concord "Under control" Unclear/ Uncertain Demands Technology/ Method Complex Manage According To Context complex Classic area Nach: Ralph D. Stacey: Strategic Management And Organisational Dynamic: The Challenge of Complexity
  • 35. © Prof. Dr. Ayelt Komus 36 www.komus.de www.process-and-project.net www.heupel-consultants.com Let The Complex-Versus-Complicated-Thinking Become A Part Of Your Daily Routine Vgl: Komus, Schmidt (2018): www.projektmagazin.de/artikel/mit-der-stacey-matrix-zur-richtigen-pm-methode_1128468
  • 36. © Prof. Dr. Ayelt Komus 37 www.komus.de www.process-and-project.net www.heupel-consultants.com Be humble and positive
  • 37. © Prof. Dr. Ayelt Komus 38 www.komus.de www.process-and-project.net www.heupel-consultants.com Wertorientiertes Vorgehen – kein „Agil als Monstranz“ Break the rules that don‘t exist!
  • 38. © Prof. Dr. Ayelt Komus 39 www.komus.de www.process-and-project.net www.heupel-consultants.com Let‘s Connect! Xing: www.xing.com/profile/Ayelt_Komus LinkedIn: http://de.linkedin.com/in/komus Twitter: @Ayelt Komus www.komus.de www.process-and-project.net www.heupel-consultants.com www.praxisforum.net