The document discusses organizational changes being made at Delaval to transition to an agile system. It outlines plans to merge two departments into value units with cross-functional teams. Workshops will be held to train people in team formation using the Belbin theory and have employees self-select into new teams. The goal is to create X-functional teams that can handle any problem and communicate effectively without manager interference to deliver products more frequently.
ALN-Bengaluru - Agile Management - Driving Leadership & Complexity of …Ravi Kumar
This document discusses agile management and the role of managers. It addresses the challenges of applying traditional management approaches to agile software development processes, which are characterized as complex adaptive systems. The document outlines several agile principles and manifestos focused on customer satisfaction, transparency, and self-organizing teams. It also examines different views of management and measurements, and argues future management approaches must focus on people, continuous improvement, and adapting to change rather than only efficiency.
This document summarizes New York's efforts to enhance operational efficiency across its human services programs. It outlines the challenges faced in managing multiple priorities across a large, decentralized system. New York took a structured approach using enterprise architecture principles to identify opportunities through business process analysis and stakeholder engagement. Key accomplishments included streamlining processes, developing a client portal, and implementing pilots that achieved measurable impacts like reduced application processing times. Lessons learned included challenging the status quo, engaging partners and customers, using metrics to measure performance, and celebrating successes.
Lessons for Large Scale Lean and Agile Product Development - Atlassian Summit...Atlassian
1. The document discusses lessons for large scale lean and agile product management from a presentation at the Atlassian Summit 2012.
2. It provides a 10 point plan for transitioning to agile and emphasizes embracing change, focusing on people over process, and maintaining a sustainable pace of work.
3. The document also discusses techniques for improving backlogs through envisioning, estimating at a large scale, and coordinating feature and component teams.
IT projects are failing at a rate of 25%, and 45% of our projects are challenged for being late, over-budget, or providing less than required features and functions. Unfortunately this has been a habitual problem for IT and more importantly it has been a source of conflict and contention between IT and the business community we serve. Our business community, more than ever, demands speed and flexibility in taking products to market. As a result, approximately 35% of IT organizations have adopted or are in some form of adoption of agile practices and agile software development.
In this presentation we will discuss the following:
Common Agile Misconceptions
Why Should the CIO or CTO Care About Agile?
What Does the Business Community Need to Know About Agile?
Barriers to Successful Enterprise Agile Adoption
The document discusses agile software project management methodologies. It presents the main characteristics of agile approaches like Extreme Programming (XP), Scrum, Crystal, and Microsoft Solution Framework (MSF) for Agile Software Development. These methodologies focus on people over processes, collaboration over contracts, responding to change, and producing working software. The document compares methodology components and outlines the principles and practices of some popular agile methodologies.
The document discusses approaches to improving knowledge worker productivity. It argues that the dominant approach of designing organizational structures and then fitting roles and people into them may not be effective for knowledge workers. An alternative approach is proposed that focuses first on the person, their passions and skills, and then tailors roles and organizational structures to better fit individuals. This person-centered approach includes using passion inventories, flexible job descriptions, and lateral career moves to better align people with work they find meaningful. The goal is to recruit the right people and place them in positions and an organization structured in a way that allows them to perform at their best.
ALN-Bengaluru - Agile Management - Driving Leadership & Complexity of …Ravi Kumar
This document discusses agile management and the role of managers. It addresses the challenges of applying traditional management approaches to agile software development processes, which are characterized as complex adaptive systems. The document outlines several agile principles and manifestos focused on customer satisfaction, transparency, and self-organizing teams. It also examines different views of management and measurements, and argues future management approaches must focus on people, continuous improvement, and adapting to change rather than only efficiency.
This document summarizes New York's efforts to enhance operational efficiency across its human services programs. It outlines the challenges faced in managing multiple priorities across a large, decentralized system. New York took a structured approach using enterprise architecture principles to identify opportunities through business process analysis and stakeholder engagement. Key accomplishments included streamlining processes, developing a client portal, and implementing pilots that achieved measurable impacts like reduced application processing times. Lessons learned included challenging the status quo, engaging partners and customers, using metrics to measure performance, and celebrating successes.
Lessons for Large Scale Lean and Agile Product Development - Atlassian Summit...Atlassian
1. The document discusses lessons for large scale lean and agile product management from a presentation at the Atlassian Summit 2012.
2. It provides a 10 point plan for transitioning to agile and emphasizes embracing change, focusing on people over process, and maintaining a sustainable pace of work.
3. The document also discusses techniques for improving backlogs through envisioning, estimating at a large scale, and coordinating feature and component teams.
IT projects are failing at a rate of 25%, and 45% of our projects are challenged for being late, over-budget, or providing less than required features and functions. Unfortunately this has been a habitual problem for IT and more importantly it has been a source of conflict and contention between IT and the business community we serve. Our business community, more than ever, demands speed and flexibility in taking products to market. As a result, approximately 35% of IT organizations have adopted or are in some form of adoption of agile practices and agile software development.
In this presentation we will discuss the following:
Common Agile Misconceptions
Why Should the CIO or CTO Care About Agile?
What Does the Business Community Need to Know About Agile?
Barriers to Successful Enterprise Agile Adoption
The document discusses agile software project management methodologies. It presents the main characteristics of agile approaches like Extreme Programming (XP), Scrum, Crystal, and Microsoft Solution Framework (MSF) for Agile Software Development. These methodologies focus on people over processes, collaboration over contracts, responding to change, and producing working software. The document compares methodology components and outlines the principles and practices of some popular agile methodologies.
The document discusses approaches to improving knowledge worker productivity. It argues that the dominant approach of designing organizational structures and then fitting roles and people into them may not be effective for knowledge workers. An alternative approach is proposed that focuses first on the person, their passions and skills, and then tailors roles and organizational structures to better fit individuals. This person-centered approach includes using passion inventories, flexible job descriptions, and lateral career moves to better align people with work they find meaningful. The goal is to recruit the right people and place them in positions and an organization structured in a way that allows them to perform at their best.
Beyond Scrum outlines an approach to implementing lean software practices in organizations. It discusses how combining Scrum's adaptive management with engineering practices from eXtreme Programming (XP) and lean principles can help teams maximize throughput, reduce cycle times, and improve quality. ThoughtWorks Studios tools like Mingle, Cruise and Twist support visibility, collaboration, business agility, and reinforce good practices through integrated metrics and involvement of all team members.
Developing The Future of Driving: Smart Systems to Keep Connected Drivers Safe. Presentation given at May 6 Conference: The New American Dream: Smart Grid, Smart Home, Smart Car
This document provides an overview of Acceptance Test Driven Development (ATDD) for building web applications. It begins with an introduction to the author and their company Futurice. It then defines ATDD as expressing functional requirements as concrete examples or expectations prior to development. The document discusses benefits of ATDD such as establishing a shared understanding of requirements, early regression detection, and producing executable documentation. It also notes potential challenges of ATDD including difficulty, lack of automation, and initial overhead. Finally, it provides steps for formulating test cases and demonstrates an example using a stopwatch application.
The document discusses the shift from industrial to knowledge-based organizational models. It provides examples of how knowledge-based organizations operate with more flexible policies, transparency, decentralized decision-making, and emphasis on systems thinking compared to rule-based industrial models. It also discusses the costs of poor knowledge management for organizations and defines knowledge management as the creation, sharing, and leveraging of knowledge to improve organizational performance. Finally, it provides a knowledge diagnostic model and KM process improvement model.
1) The document discusses how Business Builders helps companies improve employee productivity and collaboration through social technologies by empowering employees to configure applications themselves faster, cheaper, and better.
2) Business Builders uses an accelerator program and proven methodology to rapidly launch, support, and scale applications in 8 weeks or less through a self-service model.
3) Their approach has been validated by research firm Gartner and allows companies to enable collaboration both within and between organizations in a structured way at a lower cost than traditional IT deployment methods.
What are we supposed to do with these managers now?skipangel
Managers are asking how they fit into agile teams now that the focus is on self-organizing teams. Managers previously directed work, but an agile approach calls for a new leadership model of catalyzing teams rather than directing them. To support agile teams, managers can help reduce dependencies between teams, reduce technical and quality debt, minimize waste, and create collaborative environments that invest in learning. Managers can also change the organization to understand strategy, create a culture of learning over fear, and optimize the whole system rather than individual parts. Agile requires significant organizational change and strong leadership to address challenges beyond just development.
Agile Leadership - Agile Dev Practices 2011skipangel
Managers in agile organizations need to shift from directing teams to catalyzing them. A catalyst leader is inclusive, collaborative, flexible, adaptive, possibility-oriented, and facilitative. They focus on systems thinking, servant leadership, and reducing dependencies and waste to continuously improve outcomes. Catalyst leaders create collaborative environments, invest in learning, optimize the whole organization not just parts, and address challenges like utilization rates and bottlenecks to solve problems with the team. Adopting agile is a significant organizational change that requires strong leadership to guide the journey of transitioning from a directive to a catalytic approach.
Transformational leadership inspires organizations to adapt to accelerating change. It motivates followers by closing the gap between leaders' professed values and actual values in use. Transformational leaders act as role models, motivate followers with a vision of the future, stimulate innovation, and support individual growth. They are needed to help organizations and employees cope with disruption and maintain productivity.
The document provides an overview of Acceptance Test Driven Development (ATDD) for building web applications. It begins with an introduction to ATDD and discusses why it is useful for crystallizing acceptance criteria, winning the "bug battle" with complicated systems through early regression detection, and minimizing unnecessary work. The document then provides a hands-on example of writing tests for a stopwatch application to demonstrate the ATDD process. Key steps involve writing user stories, formulating test cases, coding the tests, designing how to fulfill requirements, and implementing the code to pass all tests.
Agile2011 - What do we supposed to do with these managers now?skipangel
This document discusses the role of managers in agile organizations and options for how managers can adapt to agile ways of working. It suggests that managers transition from being directive leaders to being catalyst leaders who facilitate teams and create collaborative environments. Some ways managers can support teams mentioned are by reducing dependencies between teams, reducing technical and other debts, minimizing waste, and investing in learning. The document also notes that for agile to be successful, the entire organization needs to understand strategy, have a learning culture instead of a culture of fear, and optimize outcomes for the whole system rather than individual parts. It acknowledges that agile cannot address all challenges and is a significant organizational change and journey rather than a destination. Strong leadership is needed to make the
The document discusses project consciousness and stakeholder buy-in. It emphasizes that developing project consciousness is an organic process involving four key aspects: 1) shared vision and goal clarity, 2) project leadership, 3) commitment and cohesion among stakeholders, and 4) problem forecasting and contingency planning. The document also examines characteristics of project thinking versus operational thinking, project emotions involving the head, heart and hands, and the boundary-less and holistic nature of project consciousness.
Harold L. Knisley has over 35 years of experience leading teams and managing projects in systems engineering, program management, and software development. He has expertise in collaboration, communications systems, information technology, and knowledge management architectures. Knisley holds multiple professional certifications and has managed projects ranging from $1.5M to $400M.
Interntional Symposium On Service Systems Science 2012 KwanStephen Kwan
This document discusses information and knowledge management for service systems design and engineering. It presents perspectives including service thinking, design thinking, business thinking, and engineering disciplines that can be incorporated into a service system's life cycle from discovery to engineering. These perspectives include concepts like value propositions, service blueprints, and information technology platforms that support service systems.
This document provides an overview of a webcast presentation given by Scott W. Ambler from IBM on busting myths about agile development. The presentation explores results from several surveys on agile practices. Some key findings presented include that agile teams have around a 70% success rate compared to 66% for traditional teams, and that agile is being used for teams of all sizes, with distributed teams, and in regulated environments. The presentation provides context using the Agile Scaling Model and examines myths around scaling agile. It aims to show that agile can work for many different situations beyond just small, co-located teams on simple projects.
Communication And Connectnedness B A World V2Mia Horrigan
This document discusses the importance of communication and connectedness in business analysis. It emphasizes that project success hinges on effectively communicating with stakeholders to understand requirements, set expectations, and show how the project will help stakeholders. The business analyst plays a key role as the communicator, translator, and connector between technology and stakeholders' needs. Effectively analyzing stakeholders, understanding how they communicate and learn, learning the project context, and leveraging new communication channels are discussed as important for business analysts to effectively elicit requirements and ensure project success.
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
The document discusses scaling lean and agile development at the enterprise level. It introduces the Scaled Agile Framework (SAFe), which is a proven framework for applying lean and agile practices across multiple teams. SAFe helps synchronize vision, planning, dependencies, and delivery across teams of 50-100 people and has been scaled to hundreds of teams and thousands of people. It addresses common myths and challenges with scaling agile, such as how to express requirements at the portfolio level rather than just user stories, and how to manage backlogs across many teams.
Solving Problems: An Agile Organization Approachtoriat123
The document discusses how adopting agile principles and practices can help teams be successful in solving problems and achieving their goals. It argues that what makes one team successful over another is not the people or the initial idea, but the practices they use. These include having daily stand-ups, time-boxed iterations, planning poker, cross-functional work teams, Kanban boards, and value stream mapping. Adopting agile practices grounded in principles like focusing on delivering value helps teams better process tensions that arise and make collaborative decisions.
Follow a defined process to develop the baseline schedule through iterative planning. Rushing the process can result in an inaccurate baseline schedule.
Applexus is a global IT services company with expertise in SAP, mobility, and Microsoft technologies. They have a 100% project success record and client satisfaction rate, with 75% of revenue from repeat business. Applexus prides itself on its collaborative approach, transparent processes, and reliable quality. They aim to be a trusted long-term partner for clients by prioritizing customer success.
The document discusses issues with traditional annual budgeting processes and proposes alternatives like rolling budgets and beyond budgeting principles. It notes that annual budgets can hinder innovation by locking organizations into plans made over a year in advance. Rolling budgets and emergent budgeting allow for more flexibility and adaptation to new information. The document advocates giving teams freedom and resources to act based on clear values and goals, rather than micromanaging them. It also emphasizes the importance of transparency around finances and focusing on customer outcomes over meeting fixed targets.
The document discusses introducing a new business model and portfolio anatomy tool for a struggling surfing brand. It proposes focusing the brand exclusively on surfers by offering a board shipping service and renting dynamic warehouse space. A portfolio anatomy would help visualize the relationships between projects like transitioning suppliers, integrating warehouses, launching new services and IT system updates needed to implement the changes. Breaking dependencies and adopting shorter iteration cycles could help explore opportunities and adapt the portfolio to improve flexibility.
Beyond Scrum outlines an approach to implementing lean software practices in organizations. It discusses how combining Scrum's adaptive management with engineering practices from eXtreme Programming (XP) and lean principles can help teams maximize throughput, reduce cycle times, and improve quality. ThoughtWorks Studios tools like Mingle, Cruise and Twist support visibility, collaboration, business agility, and reinforce good practices through integrated metrics and involvement of all team members.
Developing The Future of Driving: Smart Systems to Keep Connected Drivers Safe. Presentation given at May 6 Conference: The New American Dream: Smart Grid, Smart Home, Smart Car
This document provides an overview of Acceptance Test Driven Development (ATDD) for building web applications. It begins with an introduction to the author and their company Futurice. It then defines ATDD as expressing functional requirements as concrete examples or expectations prior to development. The document discusses benefits of ATDD such as establishing a shared understanding of requirements, early regression detection, and producing executable documentation. It also notes potential challenges of ATDD including difficulty, lack of automation, and initial overhead. Finally, it provides steps for formulating test cases and demonstrates an example using a stopwatch application.
The document discusses the shift from industrial to knowledge-based organizational models. It provides examples of how knowledge-based organizations operate with more flexible policies, transparency, decentralized decision-making, and emphasis on systems thinking compared to rule-based industrial models. It also discusses the costs of poor knowledge management for organizations and defines knowledge management as the creation, sharing, and leveraging of knowledge to improve organizational performance. Finally, it provides a knowledge diagnostic model and KM process improvement model.
1) The document discusses how Business Builders helps companies improve employee productivity and collaboration through social technologies by empowering employees to configure applications themselves faster, cheaper, and better.
2) Business Builders uses an accelerator program and proven methodology to rapidly launch, support, and scale applications in 8 weeks or less through a self-service model.
3) Their approach has been validated by research firm Gartner and allows companies to enable collaboration both within and between organizations in a structured way at a lower cost than traditional IT deployment methods.
What are we supposed to do with these managers now?skipangel
Managers are asking how they fit into agile teams now that the focus is on self-organizing teams. Managers previously directed work, but an agile approach calls for a new leadership model of catalyzing teams rather than directing them. To support agile teams, managers can help reduce dependencies between teams, reduce technical and quality debt, minimize waste, and create collaborative environments that invest in learning. Managers can also change the organization to understand strategy, create a culture of learning over fear, and optimize the whole system rather than individual parts. Agile requires significant organizational change and strong leadership to address challenges beyond just development.
Agile Leadership - Agile Dev Practices 2011skipangel
Managers in agile organizations need to shift from directing teams to catalyzing them. A catalyst leader is inclusive, collaborative, flexible, adaptive, possibility-oriented, and facilitative. They focus on systems thinking, servant leadership, and reducing dependencies and waste to continuously improve outcomes. Catalyst leaders create collaborative environments, invest in learning, optimize the whole organization not just parts, and address challenges like utilization rates and bottlenecks to solve problems with the team. Adopting agile is a significant organizational change that requires strong leadership to guide the journey of transitioning from a directive to a catalytic approach.
Transformational leadership inspires organizations to adapt to accelerating change. It motivates followers by closing the gap between leaders' professed values and actual values in use. Transformational leaders act as role models, motivate followers with a vision of the future, stimulate innovation, and support individual growth. They are needed to help organizations and employees cope with disruption and maintain productivity.
The document provides an overview of Acceptance Test Driven Development (ATDD) for building web applications. It begins with an introduction to ATDD and discusses why it is useful for crystallizing acceptance criteria, winning the "bug battle" with complicated systems through early regression detection, and minimizing unnecessary work. The document then provides a hands-on example of writing tests for a stopwatch application to demonstrate the ATDD process. Key steps involve writing user stories, formulating test cases, coding the tests, designing how to fulfill requirements, and implementing the code to pass all tests.
Agile2011 - What do we supposed to do with these managers now?skipangel
This document discusses the role of managers in agile organizations and options for how managers can adapt to agile ways of working. It suggests that managers transition from being directive leaders to being catalyst leaders who facilitate teams and create collaborative environments. Some ways managers can support teams mentioned are by reducing dependencies between teams, reducing technical and other debts, minimizing waste, and investing in learning. The document also notes that for agile to be successful, the entire organization needs to understand strategy, have a learning culture instead of a culture of fear, and optimize outcomes for the whole system rather than individual parts. It acknowledges that agile cannot address all challenges and is a significant organizational change and journey rather than a destination. Strong leadership is needed to make the
The document discusses project consciousness and stakeholder buy-in. It emphasizes that developing project consciousness is an organic process involving four key aspects: 1) shared vision and goal clarity, 2) project leadership, 3) commitment and cohesion among stakeholders, and 4) problem forecasting and contingency planning. The document also examines characteristics of project thinking versus operational thinking, project emotions involving the head, heart and hands, and the boundary-less and holistic nature of project consciousness.
Harold L. Knisley has over 35 years of experience leading teams and managing projects in systems engineering, program management, and software development. He has expertise in collaboration, communications systems, information technology, and knowledge management architectures. Knisley holds multiple professional certifications and has managed projects ranging from $1.5M to $400M.
Interntional Symposium On Service Systems Science 2012 KwanStephen Kwan
This document discusses information and knowledge management for service systems design and engineering. It presents perspectives including service thinking, design thinking, business thinking, and engineering disciplines that can be incorporated into a service system's life cycle from discovery to engineering. These perspectives include concepts like value propositions, service blueprints, and information technology platforms that support service systems.
This document provides an overview of a webcast presentation given by Scott W. Ambler from IBM on busting myths about agile development. The presentation explores results from several surveys on agile practices. Some key findings presented include that agile teams have around a 70% success rate compared to 66% for traditional teams, and that agile is being used for teams of all sizes, with distributed teams, and in regulated environments. The presentation provides context using the Agile Scaling Model and examines myths around scaling agile. It aims to show that agile can work for many different situations beyond just small, co-located teams on simple projects.
Communication And Connectnedness B A World V2Mia Horrigan
This document discusses the importance of communication and connectedness in business analysis. It emphasizes that project success hinges on effectively communicating with stakeholders to understand requirements, set expectations, and show how the project will help stakeholders. The business analyst plays a key role as the communicator, translator, and connector between technology and stakeholders' needs. Effectively analyzing stakeholders, understanding how they communicate and learn, learning the project context, and leveraging new communication channels are discussed as important for business analysts to effectively elicit requirements and ensure project success.
Refactoring the Organization Design (LESS2010)Ken Power
These are the presentation slides from a presentation I gave at the Lean Enterprise Software and Systems Conference 2010 (LESS 2010, http://less2010.leanssc.org/). The presentation is based around the paper I submitted that is published in the proceedings.
From the paper abstract:
Every organization has a design. As an organization grows, that design evolves. A decision to embrace agile and lean methods can expose weaknesses in the design. The concept of refactoring as applied to software design helps to improve the overall structure of the product or system. Principles of refactoring can also be applied to organization design. As with software design, the design of our organization can benefit from deliberate improvement efforts, but those efforts must have a purpose, and must serve the broad community of stakeholders that affect, or are affected by, the organization. Refactoring to agile and lean organizations demands that we have a shared vision of what the refactoring needs to achieve, and that we optimize the organization around the people doing the work.
The document discusses scaling lean and agile development at the enterprise level. It introduces the Scaled Agile Framework (SAFe), which is a proven framework for applying lean and agile practices across multiple teams. SAFe helps synchronize vision, planning, dependencies, and delivery across teams of 50-100 people and has been scaled to hundreds of teams and thousands of people. It addresses common myths and challenges with scaling agile, such as how to express requirements at the portfolio level rather than just user stories, and how to manage backlogs across many teams.
Solving Problems: An Agile Organization Approachtoriat123
The document discusses how adopting agile principles and practices can help teams be successful in solving problems and achieving their goals. It argues that what makes one team successful over another is not the people or the initial idea, but the practices they use. These include having daily stand-ups, time-boxed iterations, planning poker, cross-functional work teams, Kanban boards, and value stream mapping. Adopting agile practices grounded in principles like focusing on delivering value helps teams better process tensions that arise and make collaborative decisions.
Follow a defined process to develop the baseline schedule through iterative planning. Rushing the process can result in an inaccurate baseline schedule.
Applexus is a global IT services company with expertise in SAP, mobility, and Microsoft technologies. They have a 100% project success record and client satisfaction rate, with 75% of revenue from repeat business. Applexus prides itself on its collaborative approach, transparent processes, and reliable quality. They aim to be a trusted long-term partner for clients by prioritizing customer success.
The document discusses issues with traditional annual budgeting processes and proposes alternatives like rolling budgets and beyond budgeting principles. It notes that annual budgets can hinder innovation by locking organizations into plans made over a year in advance. Rolling budgets and emergent budgeting allow for more flexibility and adaptation to new information. The document advocates giving teams freedom and resources to act based on clear values and goals, rather than micromanaging them. It also emphasizes the importance of transparency around finances and focusing on customer outcomes over meeting fixed targets.
The document discusses introducing a new business model and portfolio anatomy tool for a struggling surfing brand. It proposes focusing the brand exclusively on surfers by offering a board shipping service and renting dynamic warehouse space. A portfolio anatomy would help visualize the relationships between projects like transitioning suppliers, integrating warehouses, launching new services and IT system updates needed to implement the changes. Breaking dependencies and adopting shorter iteration cycles could help explore opportunities and adapt the portfolio to improve flexibility.
Decision-making poker is a tool for portfolio management that uses a scoring model to capture the collective intelligence of multiple perspectives on potential projects. It involves dividing participants into small groups to discuss and score one-page stories for various projects based on key factors like strategic alignment, team energy, customer value, and assumptions. The groups then discuss their scores and priorities to generate an agreed-upon ranked list. This list provides input into the actual project execution order. By involving employees in scoring and discussion, decision-making poker aims to improve strategic alignment, energize participants, and speed up decision-making and innovation diffusion.
A small summery and description of network organization that can be used for large out-scaled agile organizations. Some way to manage the decentralization.
The document discusses the Strategy Wall, which is described as the heart of communication and collaboration in an organization. It provides transparency around strategic planning and allows employees to be involved. Various elements that could be included on a Strategy Wall are described, such as a portfolio roadmap, portfolio investment items (epics), and financial impact measures. The goal of the Strategy Wall is to align employees with the company's strategic vision and goals.
The document discusses approaches to agile portfolio management. It notes that traditional portfolio management relies heavily on financial models, but these can overlook innovation. Agile principles provide a better approach by embracing complexity, diverse perspectives, and short feedback cycles. An agile portfolio is scored collaboratively using relative factors, assumes dependence on context, and balances maintenance, incremental and innovative investments. Projects are broken into smaller pieces for flexibility. The portfolio is reviewed often and assumptions reduced to better handle uncertainty.
New is Easy but Right is Hard: Hacking Product ManagementBernard Leong
Talk given on 15 Nov 2013, in Hackers & Painters (http://http://hackersandpainters.sg/), Singapore @ Blk 71.
Synopsis: A great product is a synthesis of technology and business thinking. How do we decide what goes into the product and determine the roadmap of the product? How do we establish the balance between the business and technology of the product? In this session, we discuss some interesting lessons learned on product management and why both business leaders and technologists don't get it.
The Double Diamond Model of Product Definition and ExecutionPeter Merholz
The document outlines a process for product development that includes defining strategy and requirements, iterative design, implementation, and delivery. It involves understanding user needs through activities like market research, prototyping solutions, testing with users, and refining based on feedback before shipping the final product. Design is presented as integral to making strategy concrete and supporting delightful, engaging experiences.
This document discusses different organizational patterns for product management departments. It identifies four common patterns: specialization, external-internal, product area, and emerging. The specialization pattern structures the department into functional roles with rigid responsibilities. The best structure depends on business context, but rigid roles should be avoided. Agile product management aims to be adaptive to changing markets and customer needs.
The experience is the product (for Mind The Product 2016)Peter Merholz
The field of user experience emerged to compensate for poor product management. When we recognize that "the experience is the product," it becomes clear that these two fields are closely aligned.
Value Stream Manager concept applied to Software Product DevelopmentKen Power
This document discusses applying the concept of a value stream manager to software development organizations. It defines a value stream manager as someone assigned responsibility for the success of a value stream, who focuses the organization on value creation through influence rather than authority. The value stream manager role is modeled after the Toyota chief engineer role. The document also provides examples of using Lean tools like A3 reports, stakeholder maps, and cumulative flow diagrams to help value stream managers improve processes and reduce lead times.
Identifying and Managing Waste in Complex Product Development EnvironmentsKen Power
Product Development can be viewed as a Complex Adaptive System. Different people, groups, organizations and systems collaborate in a complex network of relationships and dependencies to produce something of value - generally a product or service. Identifying waste in this value network is a critical step towards creating a truly lean organization.
These slides are from an interactive, hands-on workshop that I ran at the Agile India 2012 conference in Bengaluru, India.
There is a corresponding Blog entry here:
http://wp.me/pSOIL-fE
Identifying and managing waste in software product developmentKen Power
This is the slide deck from my talk at LESS 2012, the Lean Enterprise Software and Systems conference in Tallinn, Estonia.
http://SystemAgility.com/events
Intro to Product Management - Launch48 Pre-Accelerator WeekJanna Bastow
This document discusses principles for developing products and startups. It provides quotes emphasizing the importance of developing the market before the product, using an iterative process where product, design, and engineering work together, owning the development process rather than being owned by it, and learning fast rather than failing fast. The quotes come from experts in venture capital, product management, design, and government digital services.
User Experience and Product Management: Two Peas in the Same Pod?Jeff Lash
What is the difference between User Experience and Product Management? Where do you draw the line between the two? How can UXers work better with Product Managers? How can a UXer transition into product management? All these questions and more, answered in this presentation by Jeff Lash for the 2011 St. Louis User Experience conference on Feb 25, 2011.
The document compares metrics from last week to this week, 6 months ago to today, and notes that one metric was 10 times larger. It does not provide enough contextual information to understand the topic or give meaningful insight into the comparisons being made from the limited data shown.
Agile205: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role -- product manager -- responsible for identifying market needs/opportunities, making product-level decisions about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
Corporate cultures and social strategy development forslidesharebabsonexeced
This document discusses corporate social media strategies and cultures. It identifies four types of strategies: predictive practitioners, social champions, creative experimenters, and social transformers. Predictive practitioners focus on incremental improvements to existing practices through discreet social media projects. Social champions integrate social media into overall business strategy without changing processes or culture. The document provides examples of Clorox and Ford employing predictive practitioner and social champion strategies respectively. It outlines strategic frameworks for these two approaches.
The document discusses enterprise agility and provides four case studies of organizations adopting agile practices using different patterns: Little Footprint, Big Footprint, Pillar, and Osmosis. It describes each case study in terms of the organization, mandate, lessons learned, level of agility achieved, and compares the different patterns. The conclusion recommends beginning the adoption of agility by focusing on being agile through practices like poly-skilled teams, continuous delivery, activist investing, and customized training.
The document provides an overview of an Agile project management training session. It includes an agenda that covers managing projects, what Agile is, why use Agile, a break, Agile as a philosophy, case studies, learnings and conclusions. It also discusses traditional project management methodologies like Prince2 and PMBOK and compares them to Agile approaches like Scrum, Extreme Programming (XP) and Feature Driven Development (FDD).
12 seconds to project management greatnessTim Everett
In my view there are twelve imperatives that are necessary for Project Management greatness:
1. Cultivate executive management support
2. Continuously enhance your team
3. Propel elite performance standards
4. Inspire a sense of urgency
5. Drive strategic change
6. Promote functional ownership
7. Communicate precise expectations while demanding accountability
8. Foster a culture of success
9. Play well ahead of the team
10. Expedite the Critical Path
11. Articulate value
12. Maintain emotional control
Here are some key questions that could be explored further:
- How can a design thinking approach help address complex, interconnected institutional challenges in a holistic way versus isolated point solutions?
- In what ways might design thinking foster collaborative cross-functional teams and processes versus traditional top-down, executive-led approaches?
- Could adopting human-centered research and visualization techniques lead to more sustainable long-term cultural and strategic change compared to transactional consulting models?
- What evidence exists that design thinking can effectively transfer practices and capabilities to institutions in a replicable way versus one-off engagements?
- How might ongoing design, shaping and iteration help institutions continually meet evolving learner needs versus static solutions?
- What
The ability to grow (and shrink) according to the needs and the available resources is an essential part of designing applications. In this talk we'll cover the fundamental elements of scalability, including aspects involving people, processes and technology. With sound and proven principles and some advice on how to shape your organisation, set the right processes and design your application, this session is a must-see for developers and technical leads alike.
Agile developers create their own identity by Ajay DanaitXebia IT Architects
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The document proposes the creation of the Genesee County Global Learning Hub (GCGLH), which would offer an alternative to the traditional school system. The GCGLH vision is based on principles of design thinking, action research, learning through creating and doing, global competency, and digital competency. It aims to develop skills like curiosity, courage, and adaptability in students rather than focusing solely on standardized tests and routine work. The GCGLH seeks to educate the whole person and prepare students for an increasingly globalized world.
This document discusses engineering innovation and project delivery using Agile, Lean, and Envision principles. It summarizes Envision as a construction management tool that optimizes projects using Agile and Lean principles through features like time tracking, document management, 4D modeling, and business intelligence reporting. Implementing Envision can provide benefits like reduced costs, improved safety and transparency, and increased field productivity for owners, contractors, and field supervisors.
Envision is a SaaS (Software as a Service) construction management tool that reduces project administration effort and costs and radically improves field productivity. Built upon the principles of Agile and Lean Construction, Envision represents a new and more efficient way to work.
From Waterfall to Agile - from predictive to adaptive methodsBjörn Jónsson
In this introduction into Agile methods, the background and environment of Software Development is discussed. Results of the 1995 Chaos report are mentioned, as well as interests in adaptive "lightweight" methods. Agile methods are explained in general and Scrum method taken as a concrete sample.
This document discusses envisioning powerful and productive user experiences for knowledge work. It introduces 100 idea cards to help product teams generate design strategies and concepts. The idea cards cover exploring work mediation and determining appropriate application scope. They provide considerations for defining interaction objects, establishing application frameworks, and more. The goal is for teams to extensively concept new interactive applications by questioning knowledge work practices and driving visionary, collaborative strategies.
The document discusses adopting agile practices at an enterprise scale. It begins with an overview of agile principles and how Scrum is commonly used for teams. However, scaling agile to larger companies presents challenges related to management roles, technical specifications, and global collaboration. The Scaled Agile Framework addresses these challenges through features like program increment planning that synchronize work across many teams. Case studies show companies achieving benefits like increased productivity, faster issue resolution, and lower costs when using scaled agile frameworks.
This document discusses the evolution of management approaches from scientific management to modern lean management. [1] It outlines how Toyota created a new synthesis of rigorous strategy formulation and continuous improvement through practices like PDCA. [2] A lean management system is proposed that focuses on direction, value streams, enabling projects, and using the scientific approach. [3] The goal of any lean transformation should be developing capabilities to continuously solve new problems and sustain improvements over time.
Agile teams perceive architecture-centric approaches as paper-driven, heavyweight, insufficiently focused on business results, and delivering systems that align with standards not relevant in the context of fast changing business challenges.
Enterprise architects often criticize Agile methods as they perceive them as lacking architectural control or governance. Software Architecture Retrospective is a thinking tool for an enterprise to blend reflections on architecture with agile delivery for balancing quick term business goals with long term architecture initiatives.
Agile Developers Create Their Own Identity[1]Surajit Bhuyan
The document discusses building an organizational culture of agility rather than just following Agile practices. It lists agility services like software craftsmanship and agile coaching. It also discusses assessing and improving team agility through methods like retrospectives. Overall the document emphasizes focusing on agility at both the team and organizational level.
This document outlines the purpose and importance of implementing basic project management techniques for ATW projects at CREC. The key points are:
1) Implementing project management will increase understanding of the techniques, help manage ATW projects more effectively, increase credibility, and reduce stress.
2) Projects currently have a low success rate of 30-35%, and CREC's future depends on successful execution of ATW projects.
3) Project management provides a framework to help define projects, plan tasks and resources, execute plans, control costs and schedules, and close out projects. This can help improve the success rate of ATW projects.
Similar to Management 3.0 applied at lean experience (20)
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In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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Management 3.0 applied at lean experience
1. Management 3.0 - Applied
“Give me a place to stand and with a lever I will move the whole world.”
- Archimedes of Syracuse (287 BC – c. 212 BC)
Johan Oskarsson – The agile leader
2. Agile transformation and adaptation (Martie’s Grow Structure view)
Change Learning’s &
program thoughts
Organization
reengineering
Study/findings
Delaval
Software
Program
Vision
3. …offers complete solutions for milk
production and animal husbandry
…empowers the dairy farmer with improved
control over milk production
…caters to customers worldwide with herd
sizes ranging from 1 to 50 000
Internal
3
11. Study the system
Study/findings
“If you do not know how to ask the right question, you discover nothing”
– W. Edwards Deming
12. Study the system
Objective:
Software development at D&E
D&E
BA Capital Gods
Delaval International
System within system
13. Learning’s - Limits to grow
“The quality and huge “The project models
technical debt backlog had was not suited for
“The energy level in to be handled” software development”
development could
be enhanced”
Good quality
products
“Projects was handled
Reinforcing Frequent Balancing without full insight to
feedback Deliveries feedback interdependencies ”
“The insight in planning
and visions could be “Customer felt a growing
improved” frustration because of to few
deliveries”
14. Learning’s - Limits to grow
“Low energy “Low quality with huge “Stiff low value linear “Low visibility
environment” technical debt backlog” project models” and blind
decision making
“No learning with long
organization” Visibility/ cadence”
Creative Project models/ Informed
environment processes decision
Personal Good
mastery making
quality
products
“Projects planned
Planning without concern to
Deliveries interdependencies ”
“Unmotivated Motivated
people” people
Sales
Reinforcing feedback Balancing feedback
Project
Business size
Empowered
Shared proposals Customer
teams Budget
goals demands
“Large projects
which spans
“Stiff hierarchy “Low insight in “Budget process “Growing
frustration over years”
with centralized management, which promotes
power” planning and command & because of lack
visions” control” of deliveries”
The system had ended up in a too ordered state where very few products
were delivered
15. Overall vision ( A sense of urgency was already in place)
Vision
“The only thing worse than being blind is having sight but no vision”
– Helen Keller
16. Overall vision - Empowerment
I’m change leader and software
development manager, I need power to act
21. Overall vision – Leader characteristics
Development Director
“my leader”
Head of Testing Head of PMO
Me
22. Overall vision – Leader characteristics
Value and flow design of system
Motivate intrinsic desires
Integrate decision making with work
Adaptive & exploratory change attitude
Measurement related to purpose
Learning attitude
“What matters!” attitude to customers
Act on the system management
Cooperative attitude towards suppliers
Open and honest
23. Overall vision - Agile Organization Characteristics
Ordered Traditional Complex Agile
Bureaucratic, top-down, multilevel hierarchy, policies and procedures that create Perspective & Nonbureaucratic, outside-in, system view, few level hierarchy, policies and procedures
many complicated internal interdependencies Structure that produce the minimal internal interdependencies needed to serve customers
Functional, activities and order Design & System Demand, value and flow
Separated from work Decision making Integrated with work
Output, targets, standards, related to budget, few performance information Measurement Capability, variation, related to purpose, many performance information systems,
systems distributed to executives only providing data on customers especially, distributed widely
Contractual Attitude to customers What matters
Contractual Attitude to suppliers Cooperative, emergent
Expectation that management will manage lower-level, people and budgets, Role of Expectation that management empower lower-level to manage, act on the system,
training to managers only Management training to many people
Control, specifications Ideal Learning, people-people collaboration
Reactive, projects Change Adaptive & exploratory, iterative
Extrinsic, closed bonus system, reached targets Motivation Intrinsic, open bonus system, the goal is its own reward
Inward focused, centralized, slow decisions making, political, risk adverse Culture Externally focused, empowering, quick decisions making, open and honest, risk
tolerant
24. Overall vision – Agile system big picture for frequent deliveries of
quality products
Por%olio
council
Product
visions
Business
Epic
Por$olio
manager
Por-olio
vision
Product
manager
&
Council
Facilitator
Architectural
Epic
BUSINESS
/D&E
Por-olio
backlog
Architecture
runway
MANAGER
Product
manager
Product
manager
Product
manager
Product
council
Release
Features
Release
Program
manager
backlog
Project
managers
Team
C
System
architect
PROJECT
/D&E
MANAGER
Configura:on
manager
Team
B
Release
manager
Quality
Assurer
Team
A
Incremental
Team
A
Team
B
Team
C
Team
backlog
Product
Owner
Product
Owner
Product
Owner
Stories
&
Tasks
Agile
Master
Agile
Master
Agile
Master
SOFTWARE
/
Architect
Architect
HARDWARE
/TEST
Testers
Testers
Testers
Architect
MANAGER
Developers
Developers
Developers
Sprint
backlogs
Memo
Memo
Memo
IteraBve
Scaling agile D. Leffingwell
25. Change program
Change
program
“If you don’t like something, change it. If you can’t change it, change your
attitude”
– Maya Angelou
26. Change program – “The social architecture”
Study the system Why Benefits
realizations
Consolidate
New paradigm
Conceptualize
Return on
investment
Initiation & Setup
Procedures &
System design How What guidelines
Test of concept
Flawless system
Training &
Instructions
preparation
Deployment
Coordinate
27. Change program – Guiding Coalition
Management team
Change team
Management X X X
X X
X
X
Informal leaders
X
X
X
Leadership
28. Change program
Study Paradigm Organization Initiation & Test of Training & Deployment Instructions Flawless Procedures &
reengineering setup concept preparation system guidelines
System
transformation
to Agile
Agile portfolio/
program
management
Continuous
integrations
Requirement
management
Test
strategy
Back-end
support
29. Change program
Study Paradigm Organization Initiation & Test of Training & Deployment Instructions Flawless Procedures &
reengineering setup concept preparation system guidelines
System
transformation
to Agile
Agile portfolio/
program
management
Continuous
integrations
Requirement
management
Test
strategy System
Back-end
support
30. Change program
Individuals
Study Paradigm Organization Initiation & Test of Training & Deployment Instructions Flawless Procedures &
reengineering setup concept preparation system guidelines
System
transformation
to Agile
Agile portfolio/
program
management
Continuous
integrations
Requirement
management
Test
strategy System
Back-end
support
31. Change program
Individuals
Study Paradigm Organization Initiation & Test of Training & Deployment Instructions Flawless Procedures &
reengineering setup concept preparation system guidelines
System
transformation
to Agile
Agile portfolio/
program
management
Continuous
integrations
Requirement
management
Test
strategy System
Back-end
support Interactions
32. Change program
Individuals
Study Paradigm Organization Initiation & Test of Training & Deployment Instructions Flawless Procedures &
reengineering setup concept preparation system guidelines
System
transformation
to Agile
Agile portfolio/
program
management
Continuous
integrations
Requirement
management
Test
strategy System
Back-end
support
Interactions
33. Organizational reengineering
Organization
reengineering
“I think the players win the championship, and the organization has got something to
do with it, don’t get me wrong. But don’t try put the organization above the players”
– Michael Jordan
35. Different organizational structure – Informal Structure
• Social networks/structure
• The social network is always there like it or not,
can be good, can be bad, very powerful
• The social network influences the organization
• Usually ignored
37. Different organizational structure – Value Creation Structure
• Flow based structure
• Any organization have it, but it is only through this structure that
performance, value and market success can be created
• Most organization structures are not build this way
• Can together with Systems Theory be mapped as network of
Value Units (cells), interrelated by value flow, pay,
communication, etc
• Each value unit either creates value for other network units or for
the outside market
• Value creation structure and flows are in many organizations
being crippled by other types of structures
Value Unit (Cell)
39. Different organizational structure – Formal Structure
• Produce compliance, but never value
• From Scientific Management
Top-down power
• A common fallacy among managers is that distribution
work(value) is done through the formal
structure
• The formal hierarchy is not a demand from
customer, but usually a (wasteful) internal
centralization of power
41. Different organizational structure – Distribution of structures
• Processes
All organizations have it (more or less…) • Planning
• Centralized coordination
• Side effect of the social interactions • Hierarchy
• Coffee breaks • Top-down decision making
• Friends • Micro managing
• Generation of value • BUDGET!
• Political rule breaking
• Real performance
• Hidden agenda
• Learning
• Information seeking
• Dialogues
• Autonomy
• Prototyping
• Collaboration
• Customer demand focus
50%
30%
20%
44. Different organizational structure – Distribution of structures
Organizational transformation, what is that?
I call it part of management!
70%
20%
10%
45. Organizational reengineering – New organization
PC
Software Software
Engineering Engineering Value unit
Emb
Merge of two departments Included system specialist (product
• 40 people included consultants owners) and system tester into a value
• Off-shore in India unit
• Multi-site development I Poland • +5 system testers
• +8 product owners
46. Organizational reengineering – New teams formation
T
X-functional T-shaped teams
Handle any problem
Communicate without managers meddling
Value unit
Self-organized and self-selected
Effective
47. New teams formation workshops
• Belbin theory as a theme to shift focus
from daily work and to learn how to build
teams
• Workshop 1: Train Scrum Masters and NYAC Kompetens AB E-Interplace
Master Programmer Architects in Belbin
PROFILGENOMSNITT FÖR GRUPP
theory and to crate a guiding coalition
• Workshop 2: Pair Scrum Masters and
Master Programmer Architects Observera att den här rapporten bygger på den kompletta profilen.
• Workshop 3: Train and inform all others
in Belbin and how to create new teams
• Workshop 4: Team creation, exercises, 100
self-selection, specialization, team values, 80
members, Belbin reports 60
• Workshop 5: Follow up and minor 40
changes (3 changes) 20
0
ME SP IMP CF TW CO PL SH RI
48. Result
Virtual product
owner Scrum Master
Platform
Team
Developers & Farm Herd
Master testers
Programmer Architects Automation Mgmt
Team Team
Program
Team
India
Milking Team
Team
Feeding
Team
49. Result
Virtual product
owner Scrum Master
Platform Program manager
Team
Developers & Farm Herd
Master testers
Programmer Architects Automation Mgmt
System Architect Configuration Manager
Team Team
Program
Team
Release manager
India
Quality Assurer
Milking Team Solution Analyst
Team
Feeding Test leader
Team
50. Result
Virtual product
owner Scrum Master
Platform Program manager
Team
Developers & Farm Herd
Master testers
Programmer Architects Automation Mgmt
System Architect Configuration Manager
Team Team
Program
Team
Release manager
India
Quality Assurer
Business Manager
Milking Team Solution Analyst
Team
Feeding Test leader
Team
Portfolio Manager
51. Result
Virtual product
owner Scrum Master
Platform Program manager
Team
Developers & Farm Herd
Master testers
Programmer Architects Automation Mgmt
System Architect Configuration Manager
Team Team
Program
Team
Release manager
India
Quality Assurer
Business Manager
Milking Team Solution Analyst
Team
Feeding Test leader
Team
Line Managers
Portfolio Manager
52. Organizational reengineering – Widen job titles
T
Widen job titles
X-functional T-shaped teams
Handle any problem
Communicate without managers meddling
Value unit
Self-organized and self-selected
53. Widen job titles (wider responsibility)
All team members are now software engineers!
Programmers have to do more:
• Test more
• Install at farms
• Requirement analysis
Testers:
• Do different types of test
• Get involved in requirement analysis
• Get involved in design
• Get involved in planning
Requirement people:
• Test more
• Always available
54. Organizational reengineering – Communities of practice
T
Widen job titles
X-functional T-shaped teams
Communities of practice Handle any problem
Communicate without managers meddling
Value unit
Self-organized and self-selected
55. Result – Various forums(communities) and reoccurring meetings
Scrum Master Forum Daily Scrum
Platform Scrum of Scrum
Architect Forum Team Meeting
Farm Herd
Program team
Testers Forum Automation Mgmt
meeting
Team Team
Program Product management
Developers Forum
Team meeting
Project Portfolio
India
Milking Board
Team
Team
Customer Support
Team meeting
Feeding
Team
56. Organizational reengineering – New teams formation
T
Widen job titles
X-functional T-shaped teams
Communities of practice Handle any problem
Communicate without managers meddling
Value unit
Self-organized and self-selected
Value adding hierarchy
57. Value adding hierarchy – Program team, the center of the unit
“Center”
Serves the
periphery
“Periphery”
Reaction &
decision
“Business Area”
Decentralized decision-making
58. Organizational reengineering – New teams formation
T
Widen job titles
X-functional T-shaped teams
Communities of practice Handle any problem
Communicate without managers meddling
Value unit
Self-organized and self-selected
Value adding hierarchy
Scalable
59. Scaling (~65 people)
Platform
Team
Farm Herd
Automation Mgmt
Team Team
Program
Team
India
Milking Team
Team
Feeding
Team
70. Organizational reengineering – New teams formation
T
Widen job titles
X-functional T-shaped teams
Communities of practice Handle any problem
Communicate without managers meddling
Value unit
Self-organized and self-selected
Value adding hierarchy
Scalable
71. Software Program of Continuous Delivery
Software
Program
“It is always wise to look ahead, but difficult to look further than you can see”
– Winston Churchill
72. Software Program – Break down of a project
Idea Concept Development Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Scope (fix) – Time (1-2 years not usual) – Cost (yearly budget)
Architectural Epics
Project Epics Releases Cost per Epic Business Epics
Quality
Development Improvements Epics
Idea Concept Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Shorten lead-times to market
73. Software Program – Break down of a project
Idea Concept Development Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Scope (fix) – Time (~1-2 years not usual) – Cost (yearly budget)
Architectural Epics
Project Epics Releases Cost per Epic Business Epics
(Architectural & (Integration order) (yearly budget)
Prioritized Business) Quality
Development Improvements Epics
Idea Concept Launch
BP1 BP2 BP3 BP4 BP5 BP6 BP7 BP8
Shorten lead times for first time delivery of customer value, PSI multiple times during project life-time
Shorten lead times for first feedback, opportunity to adapt to changing demands and possibility to close a
project without sunk-cost, etc
74. Software Program – Continuous Delivery of Multiple Projects
Single point of entry, handles all variation…
System Releases Inc n + 1 Inc n + 2 Inc n + 3 Inc n + 4
System Architecture
Quality Releases
Project A
Project B
Project C
Project D
75. Software Program - Scaled Scrum
PSI PSI PSI PSI PSI
Inc 1 Inc 2 Inc 3 Inc 4 Inc 5
Weekly Scrum of Scrums
Year 1 Year 2
• --------
• --------
• --------
• --------
• --------
• -------- RC PSI
Increment
backlog Sprint
planning Sprint
• -------- Field
• --------
meeting retrospective
• -------- test
• --------
• --------
• --------
Hardening Joint teams
Software
PPB 1 period 3 retrospective
integration
PPB 2 weeks meeting
One-pager release report
Pre-planning Release • Build release • Aggregated increment
meeting planning
meeting
candidate burndown
• Demo
• Release review • Status &progress each
meeting Epic
• Improvements to be
done
• Impediments
Daily Scrum
76. Software Program – IRL Visualization
Projects pulse board
Support issue board
Software Program board
1 year floating window
Program team
improvement Kanban
Software Program board
board
current increment
Team Kanban board
77. Learning’s & thoughts
Learning’s &
thoughts
“It’s all about where your mind’s at”
– Kelly Slater
78. Learning's – Team formation
“Scrum Masters “What should the
not easy to find!” Platform
program team do?”
Team
Farm Herd “How will it all
“What should the Automation Mgmt
work?”
team specialization Team Team
be?” Program
Team “More people is
India
complicated!”
“Is this the right Milking
Team
Team
team for me?”
Feeding
Team
“We need more
people in the team?”
79. Learning’s – Widen job titles/roles
“I’m specialized in C#,
should I now do C++?”
“I’m a programmer, do I “It is scary to meet a
have to system test?” customer!”
“Access to testers when we
need them!”
“Access to requirement
people when we need
them!”
80. Learning’s – Communities of practices
“The Program team
“Each forum needs a meeting works well in a
facilitator who is a driving Kanban structure!”
force!”
“The PPBs need a lot of
“One hour a week is not preparations!”
enough for architecture
work!”
81. Learning’s - Value adding hierarchy
“Don’t specify, grow &
“I need resources to do explore! ”
this, to do that….”
“Who is responsible!”
“The program team shall
serve the development
teams, not the other way
around!”
82. Learning’s - Change
“To change the system, you have to
“It is mindset which is the most be out there, where it happens, at all
important to change, the model and times!”
processes are secondary!”
“Changes are hard, it takes time, a
lot of effort and a lot of pain!”
83. My thought about Management 3.0…
“Universal, not only for software development.”
84. My thought about Management 3.0…and complexity
“Recognize different situations and understand when to approach
them with complexity and when to use good practices in ordered
situations.”
85. My thought about Management 3.0…and setting constrains
“As a manager, set constrains and understand what the difference is
from rules, and be comfortable when it doesn’t turn out the way I
thought it would.”
86. My thought about Management 3.0…and practices
“To work with emerging practices, to explore and adapt rapidly. Don’t
push the system when it doesn’t do what I want, but to change the
angle and try something else.”
87. My thought about Management 3.0…and structure
“Fractal organization scaling really changed the way I thought about
how to create an effective structure. Scale it up in theory and imagine
the problems, solve them using fractal theory and optimize for flow,
demand and value. Scale down but use the same structure.”
88. My thought about Management 3.0…and changing
“How to change the world? Start with “why”, then “how” and verify with
“what”. The mojito model can be really effective when used with good
preparations and thorough analysis before applied. Easy to see what I
did wrong looking back, don’t under-estimate the amount of work
needed to plan for future changes. It truly is complex.”
Change
Management
3.0
89. My thought about Management 3.0…and vision
“Unless a vision starts with “why” and “how” not enough will follow.
“what” is attractive only to the early adopters, the early and late
majority don’t follow freely “what”. When I failed with “why” and “how” I
tried the old command & control, use my power as a manager. I told
them to do … which was wrong and the result was nowhere to my
satisfaction. BAD MANAGER!!”
“what” = specification/command
“why” = incentive/motivation
“how” = sense-making
90. My thought about Management 3.0…over all
“New door to many very useful theories and practices.”
92. Said about planning the release….
“…we cut and we cut, and cut until there was nothing left. We
are down to the bare minimum of the minimum. It was a
horrendous day.”
- Fernando Mazeris, System Director
93. Said about planning the release….
“Today we deliver on time with better control of the quality. To
improve also on the scope we are turning best practice
advice on structure and routines into action. “
- Ola Markusson, Director Development & Engineering
94. Said about scrum….
“…scrum and all is fine, but I have an other model, JDT – Just
Do It!”
- Jonas Wahlgren, programmer
95. Software Program
• Study the system
• Create a value based vision
• Setup a change program
• Refactor the organization towards a flow based system
which scales
• Chose multiple suitable Agile models
…….and don’t forget to change your mindset, it is the
hardest part…
Thank you