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Product and Process
innovation with
Scrum
Geir Amsjø
Agile
Agile
Agile
Agile
Agile
To develop skills and get
confident we must dare to
take risks
- just make sure the fall isn´t fatal
Agile
SpaceX Falcon 9 accident on September 1, 2016
Agile 8
I think it’s very important to have a feedback loop, where
you’re constantly thinking about what you’ve done and
how you could be doing it better. I think that’s the
single best piece of advice: constantly think about
how you could be doing things better and
questioning yourself.
Elon Musk
Agile
Agile
Attitude
I never tried that before .. so I am sure I
am good at it
Agile
Two kinds of Mindset
11
Fixed Growing
“I am great in sports, but suck in math”
“I have a talent for skiing, but lack ball
feeling”
“If I try harder I will get better in maths”
“I need to work on my ball feeling”
“This is the way we do it
around here”
“What changes do we need to adapt
and to get better”
Agile
The Satir change model
12
Status quo
Foreign element
New Status quo
Transforming
Idea!
Agile
Panic
Zone
Growth and learning
13
Comfort
Zone
Learning
Zone
Agile 14
“Our comforting conviction that the world
makes sense rests on a secure foundation:
our almost unlimited ability to ignore our
ignorance.”
Agile 15
Agile 16
”The age of Complexity”
makes it hard to follow a plan…
… unforeseen events more likely to occur
… everything is interconnected
… the needs of the customers are “abstract”
Agile 17
… so we end up behind schedule
Agile
Agile
Agile processes promote
sustainable development.
The sponsors, developers, and
users should be able
to maintain a constant pace
indefinitely.
Agile Principle no 7:
http://agilemanifesto.org/principles.html
Agile
Establish a rythm
Daily Scrum
Stress
Level
Agile
Sustainable pace
Stress
Level
Scrum
Traditional
Deadline
Agile
Understanding Complexity and Uncertainty
The Cynefin
Framework
cognitive-edge.com
Dave Snowden
Agile
Release frequency matters
Agile
Iterations all the way
Agile
Start-up by systematic learning
Build
MeasureLearn
Product
Data
Ideas
Agile 28
Our aim is to fail faster
than anybody else
Daniel Ek, CEO Spotify
Agile
Create a Learning Organisation
Agile
Create a learning organisation
Concept Planning Develop Integrate Release
Learning
oppor-
tunity
C P I I I I I I I I I I I I I I I I
Agile – Driven by learning
Traditional – One opportunity
C P D I R C P D I R C P D I R
Traditional, project sequence – More opportunities
Agile
Process innovation for Product innovation
Systematically challenge the Status Quo
Debug the Organisation!
Agile
32
Agile
33
A software bug
is an error, flaw, failure, or fault in a computer
program or system that causes it to produce an
incorrect or unexpected result, or to behave in
unintended ways
Agile
34
CEO
VP Sales VP Marketing VP Accounting VP Operations VP IT
Pre-Sales
Churn
….
Strategy
Service
Campaigns
….
Controlling
Payment
…..
….
Service
Support
Stability
QA
….
SW
Development
Architecture
Security
Test
….
Agile
What behavior do we want from our organization?
... and what is impeding that behavior?
Agile
36
An organisational bug
is an error, flaw, failure, or fault in the system that
creates friction and impedes the flow of work
Agile
Scrum
38
Scrum Master
Product((
Backlog((
Refinement(
Daily(
Scrum(
Sprint((
Planning(
Sprint(Review((
and(Retrospec; ve(
Product(
Increment(
Sprint(
Backlog(
Product(
Backlog(
Sprint:(1?4(weeks(
Vision(
Learning(
Sprint(
goal(
Defin
i
;on(
of(Done(
Agile
39
SW Development
Let´s go agile!
Agile
40
SW Development
Let´s go agile!
Agile
Organizational impediments
Lack of team spirit
“Dear HR manager, do you think we could sit down and discuss how we can
get the cross functional teams to work better? Right now the individual reward
system weakens the team spirit”
Agile
Organizational impediments
Slowed down by architecture
“Dear Chief Architect, do you think we could have a discussion about
collaboration? Right now we are not able to work fast enough”
Agile
Organizational impediments
Budgeting
“Dear CFO, do you think we could sit down and discuss budgeting? Right now
we seem to be committing too early which make it difficult for us to make
changes when we need to”
Agile
Organizational impediments
Friction between development and operations
“Dear Operations Manager, do you think we could sit down and discuss how
we can collaborate better and deploy more often to get faster feedback?”
Agile
Organizational impediments
Lack of common understanding
“Dear CEO, can we please provide Agile training to all stakeholders? Right now
we are not aligned with the same understanding of what we want”
Agile
Organizational impediments
Lack of automation
“Dear Test Manager, do you think we could sit down and discuss how we can
automate regression tests so that we safely can deploy more often?”
Agile
Organizational impediments
Project time pressure
“Dear Project Manager, do you think we could sit down and discuss how we
can get enough time available to nurture proper craftsmanship in order to avoid
technical debt?”
Agile
48
Ideation Analysis Planning
Deploy-
ment
Accep-
tance
Inte-
gration
Need
Debugging the
Water-Scrum-Fall
Agile
49
Need
Tada !
Agile
Coaching, courses and services: gamsjo@gmail.com
Twitter: @gamsjo
Thank You !

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Product and Process innovation with Scrum

Editor's Notes

  1. Dilemma: should we let children climb trees?
  2. Is it OK to take the risk of getting hurt?
  3. Or should we protect them the best way we can?
  4. SpaceX
  5. Kan ikke forstå at det skal være et mål å være “busy all the time”
  6. Simple Repeating patterns and consistent events Clear cause-and-effect Relationships evident to everyone; Right answer exists Fact-based management Complicated Expert diagnosis required Cause-and-effect relationships discoverable but not immediately apparent to everyone More than one right answer possible Known unknowns Fact-based management Complex Flux and unpredictability No right answers Emergent instructive patterns Unknown unknowns Many competing ideas A need for creative and innovative approaches Pattern-based leadership Chaotic High turbulence No clear cause-and-effect relationships, so no point in looking for right answers Unknowables Many decisions to make and no time to think High tension Pattern-based leadership Disorder You will have disorder when you don´t understand where you are.
  7. Hva skal til for at baby-apen ligger unna frukt som ikke er bra?
  8. Software du have bugs. They are hiding and we need some kind of magnifier to find them
  9. This is an organisation, represented by its organisational hierarchy. It do have bugs as well. These are hiding too!
  10. What does it mean that the system behaves in unintended ways?
  11. The idea is that the SM takes the identified impediment to the right person and tries to find better ways..
  12. The idea is that the SM takes the identified impediment to the right person and tries to find better ways..
  13. The process view.