SlideShare a Scribd company logo
“Push or Pull?”
Agile leadership models
supporting a learning organization
and culture
Wolfgang Hilpert & Robert Mederer
HERE Technologies
Push System
© 2018 HERE | HERE Internal Use Only
https://www.youtube.com/watch?v=D6LUg-siJVs
3
“Lucy Chocolate Scene”
Start
here
Speaker Profiles
© 2019 HERE5
Wolfgang Hilpert Robert Mederer
• 25+ years of Software Product Management &
Engineering leadership experience
• Former co-founder of startup
• Various leadership positions at leading software
vendors - IBM, Microsoft, SAP –
& mid-size ISVs
• 12 years of Agile leadership experience
• Currently on fourth organizational Agile
transformation
• VP Business Agility @ HERE Technologies
• 15+ years of Software Product Engineering & Delivery
experience
• Engineer & Technology Leader by heart
• Created and delivered various web, service and mobile
experiences on large-scale
• 10 years of Agile + DevOps Experience
• Coached and Transitioned many teams to modern
software development
• Currently driving parts of an Agile & DevOps
Transformation
• Senior Manager Business Agility @ HERE Technologies
© 2019 HERE6
01
Introduction
02
Towards Business Agility
03
Alignment vs Autonomy
04
Alignment Applied
05
Conclusion
Push vs Pull System
9
PUSH Principle vs PULL Principle
Push
Push systems overwhelm capacity, creating turbulence, rework, waste and delay
Pull systems have a steady flow that provides predictability
Demand authorized work
© 2019 HERE
Push vs Pull
© 2019 HERE
Work on the system
Resistance Agile
Push Pull
Top-down Bottom-up
Tell Co-Create
Sell &
Listen to argue
Explain &
listen to understand
Make Invite
Convince Inspire
Alignment Autonomy
Pull Success
Patterns
WH
“Where does Agile stand in 2019?
“It is the best of the times and the worst of times…”
… the age of wisdom ... the age of foolishness,
… the epoch of belief … the epoch of incredulity,
… the season of Light … the season of Darkness,
… the spring of hope … the winter of despair,
… everything before us … nothing before us,
… all going to Heaven, … all going direct the other way…
Charles Dickens,
A Tale of Two Cities ( 1859)
WH
Hold up a
mirror
To show something as it is
without any value
judgements or analysis
WH
Learning from GE‘s Journey to adopt Lean Startup
© 2019 HERE13
Top-down implementation
Process ahead of mindset
Reliance on M&A
WH
“GE is famous for creating
and religiously implementing
processes for managing
virtually everything we do.
The task of transformation is
no different.”
“GE is famous for creating
and religiously implementing
processes for managing
virtually everything we do.
The task of transformation is
no different.”
Stalled Agile Journeys
© 2019 HERE14
Agile as important dynamic of
software development
Software developers challenge well-
established management practices
Fails to win support from top
management
Agile leaders and coaches dismissed
WH
It is the worst of times….
• Agile merely as ceremonies - Doing Agile – not being agile
implementing the motions of Agile without significant benefits
• Consultants selling “get Agile quick” schemes
• Scaling frameworks that are often just another name for bureaucracy
• Some firms are using Agile to create sweatshops
• A huge amount of fake Agile going on
• Agile conflicts with the goal of maximizing shareholder value
• In this sea of BS, genuine Agile is getting hard to identify
WH
© 2019 HERE
Towards Business Agility
Waves of Agile
Business
Agility
Agile @
Scale
Agile
teams
WH
© 2019 HERE
Age of Agile Imperative
HERE Way of Working Foundation
Law of the
Customer
Law of the
Small Teams
Law of the
Network
WH
© 2019 HERE
19
Pre-Agile
• Assume effective individual contributors.
• Individual contributors need to move to a team-based way of working.
• Some agile principles implemented
Deliver
Customer Value
• Customer focus while capturing value frequently
• Line of sight to the customer and deliver business value.
• Product owner prioritizes Backlog according to Customer Value
Scaling the Network
• Scale Agile through value streams.
• Eliminate waste that come from cross team handoffs.
• Create a stronger delivery ecosystem through transparency
and co-creation
Grow high-
performing Teams
• Establish HP Leadership Teams, Engineering Teams and Enabling Function Teams
• Cross functional teams align around common purpose and shared goals.
• Establish Agile Roles and Role clarity
• Adopt the HERE Way of Working
Towards Mastery • Continuous Improvement
• Learning Organization
Shift Team Culture (Way of Working): 3-9 months*
Shift team to squad (Agile Structures, Roles and Incentives): 6 - 12 months*
Shift to deliver Customer Value: 6 – 12 months*
Shift Organization to growing, learning, adapting organism (learning organization) : 6 – 36 months*
RM
© 2019 HERE
Alignment enables Autonomy
© 2019 HERE20
Enterprise alignment on practices enables team autonomy
WH
How the British Army’s operations went agile
© 2019 HERE21
Justin Maciejewski:
“If you’re going to be very modular and agile about
the way you allocate resources, people need to be
speaking the same language.”
Source: McKinsey Quarterly, October 2019
WH
HERE Way of Working Alignment
© 2019 HERE22
HERE WoW is a
Mindset
• Desire continuous learning
• Confront uncertainties
• Embracing challenges
• Not afraid to fail (to learn)
• Feedback is about current capabilities
RM
HERE Way of Working Alignment
© 2019 HERE23
HERE WoW is a
Mindset
Described by
Values
Agile Manifesto – Values:
• Individuals and interactions over process and tools
• Working software over comprehensive documentation
• Customer collaboration over contract negotiation
• Responding to change over following the plan
RM
HERE Way of Working Alignment
© 2019 HERE24
HERE WoW is a
Mindset
Described by
Values
Defined by
Principles
Agile Manifesto – Principles:
• Early and continuous delivery
• Welcome changing requirements
• Deliver working software frequently
• Business people and developers work together
• Build projects around motivated people
• Face-to-Face communication is best
• Working software is how to measure progress
• Maintain a sustainable pace
• Attention on technical excellence
• Simple design, simple code
• Self-organizing teams are best
• Continuous feedback
RM
HERE Way of Working Alignment
HERE WoW is a
Mindset
Described by
Values
Defined by
Principles
Manifested through
Practices
RM
© 2019 HERE
HERE Way of Working Alignment
HERE WoW is a
Mindset
Described by
Values
Defined by
Principles
Manifested through
Practices
ScrumKanban HERE
RM
© 2019 HERE
Alignment vs. Autonomy
27
Foundation & Line-of-Business Practices
Line of Business Practices
Alignment
Autonomy
Enterprise Foundation
Engineering
Finance
People
Brand
et al
RM
© 2019 HERE
Alignment vs. Autonomy
28
Engineering Practices – Common vs. Specific
Unit Specific Practices
Alignment
Autonomy
Foundation Common Engineering Practices
Tribe 1
Tribe 2 Communities of Practice
 DevOps Metrics
 Technical documentation
 Inner-Source
 Testing automation
 Synchronized cadences
 Empirical forecasting
 Secure Coding
Tribe 3
et al
Tribe 4
RM
© 2019 HERE
Alignment vs Autonmy Applied
HERE Agile Playbook – Co-Created
1. Agile Strategy
Vision and requirements
2. Agile Design Principles
Fundamental guiding course
3. Agile Leadership
Change role of leadership
4. Way of Working
Way of Working Foundation & Practices
5. Structure
Building organizational units
6. People
Agile Mindset & Roles
7. Accountability
Govern distribute responsibilities
8. Metrics
Measure success
9. Execution
Perform the Agile Transformation
Content
WH
© 2019 HERE
Alignment on Team & Roles
Team principles
© 2019 HERE34
From Team to Squad and to Domain Team
WH
SQUAD Model Domain Team
• Establish Agile Roles (PO, SM)
• Separation of Concerns
• Cross functional
• Long lasting (forming–storming–norming–
performing)
• Work travels, rather than people
Alignment - The Functional View - Roles
35
Separation of Concerns
Customer
Value
Value
Proposition
Product Management
Value
Delivery
Product Ownership
Value
Development
Product Engineering
Way of Working
Improvement
Scrum Master
Customer
Value
WH
© 2019 HERE
POPM
https://280group.com/wp-content/media/Product-Owner-vs.-Product-Manager-Role-Visualization.png
 100% Full time-role
 Break down features into Epics
and User Stories
 Ensure stories are „Ready“
 Backlog refinement including
user story prioritization
 commit strictly according to
available capacity (“pulls
work”)
 Close collaboration w/ Squad
 Release forecast and tracking
 Defect Management
 Customer advocate in
engineering
 Challenge engineers on
business value of technical
investments
 Challenge PM on business
value of features
 Alignment with our JTBD
 Feature prioritization
 Ensure features are
“Ready”
 Product Roadmap
 Business case realization
 Portfolio management
 Product Strategy
 Business value definition
 Segmentation
 Buy vs. Build
 Competitive analysis
 Pricing, promotion, place
 Forecasting
 End of life
 Shared Vision / Roadmap
 Release Planning
 Feature refinement
 Positioning & Value definition
Sharpen and emphasize the role of a Product Owner
 The Product Owner is responsible for delivering the product and addresses the Squads’ need for real-
time input on user stories and requirements.
 A general rule of thumb is that “Product Manager is more strategic and outward customer-facing
while Product Owner is more tactical and inward team-facing”
WH
© 2019 HERE
Alignment on Visibility
of all work including improvement items
Suggestion: Impediment Backlog
What causes most of your frustration today?
OSS review process? Security approvals? Manual steps? Pending reviews? Insufficient coordination?
Most impediments are asked to be resolved within a Squad with self-organization
Some are not in control of the Squads. For this, capture a impediment backlog with the Scrum Master.
Feature Squad
Scrum Master
Feature Squad
Quality of life improvements
impediments not in control of the Squad
capture in each Daily Scrum
or in Sprint retrospectives
discuss and find
existing solutions
impediment backlog
Tribe Leads and CTO
escalate with a proposal
WH
© 2019 HERE
Alignment on Metrics
Alignment: Metric types
Measure progress of the Agile Journey
A. Input Metrics
e.g., number of people
invested, number of trainings
sessions attended;
Leading indicator
A. Input Metrics
e.g., number of people
invested, number of trainings
sessions attended;
Leading indicator
B. Output Metrics
e.g., test coverage, or number
of units produced, number of
clients served;
often real time indicator
B. Output Metrics
e.g., test coverage, or number
of units produced, number of
clients served;
often real time indicator
C. Outcome Metrics
e.g., number of new customers
incl. revenue, workforce
engagement, Customer NPS;
often trailing indicator
C. Outcome Metrics
e.g., number of new customers
incl. revenue, workforce
engagement, Customer NPS;
often trailing indicator
RM
© 2019 HERE
Agile Metrics
Considering the useful many
to identify the vital few
© 2019 HERE44
WH
Holistic, Competing Metrics
Unlocking Agility, Jorgen Hesselberg, Addison-Wesley 201745
Viewed as trends over time help provide meaningful view of continuous improvement
and drive a more agile way of working
Building the
things right?
Building the
right thing?
Building at the
right speed?
Metrics
 Net Promoter Score (NPS)
 % Sales from New Offerings
Metrics
 Escaped defects
 Mean time to Recover (DevOps stability)
 Change Failure Rate (DevOps stability)
Metrics
 Flow Efficiency
 Lead Time (DevOps throughput)
 Delivery Frequency (DevOps throughput)
WH
© 2019 HERE
Holistic, Competing Metrics
48
The Sweet Spot in a dynamically balanced system
Building the
things right!
Building the
right thing!
Building at the
right speed!
Metrics
 Customer Net Promoter
Score (NPS)
 % Sales from New Offerings
Metrics
 Mean time to recover
 Change Failure Rate
 Escaped defects
Metrics
 Flow Efficiency
 Lead Time
 Delivery Frequency
WH
© 2019 HERE
Data-Driven Improvement – Survey Data
• DevOps Capability Assessment of software engineering teams
• Gives recommendations how to influence your organization’s
performance
• Focuses on capability building as levers to improve your
outcomes
• Benchmarks with industry data of over 30 000 technical
professionals
• Source for annual “Accelerate State of DevOps Report” since
2014
© 2019 HERE51
DevOps Research & Assessment (DORA)
Technical Capabilities Version Control
Continuous Integration
Deployment Automation
Trunk-based Development
Test Automation
Architecture
Teams Empowered to Choose Tools
Test Data Management
Security
Process Capabilities Team Experimentation
Change Approval Process
Visibility of Customer Feedback
Visibility of Work in the Value Stream
Working in Small Batches
Measurement Capabilities Monitoring
Failure Notification
Use of WIP Limits
Visual Management
Cultural Capabilities Job Satisfaction
Organizational Culture
Learning Culture
DORA Capabilities (2018)
RM
Conclusion
Learning from Microsoft’s Journey of getting Agile At Scale
https://www.forbes.com/sites/stevedenning/2015/10/29/microsofts-sixteen-keys-to-becoming-agile-at-
scale/#605ec70615ce
 Get good at the science of Agile and Scrum but don’t be overly prescriptive
 Don’t copy others:
learn from others
 Build the culture you want …
and you’ll get the behavior
you’re after
 Stop trying to
predict the future
 Optimize around
customer feedback
WH
Summary
© 2019 HERE54
• Agile – whether you call it Agile or not
• Agile is a journey
• Agile In Name Only doesn’t work
• Agile For Software Only’ isn‘t sustainable
• Agile needs both top-down and bottom-up
to drive beyond hierarchy
• There is no perfect model …
• Overcome resistance
• The right level of Alignment enables Autonomy and
empowerment
• Profitability is a result – not the goal of Agile
WH
• Amazon, Apple, Facebook, Google, Netflix,
and Microsoft
• Inspect and Adapt
• Learn from failure
• Learn from others, don’t just copy
• Listen
• Go where the Energy is
• Co-Create Solutions
• Focus on using Agile to solve
real business problems
• Help develop “Lighthouse”
• Hold up the mirror
• it’s about the shift in mindset
• needs to be holistic
Thank you
© 2019 HERE

More Related Content

What's hot

Building a Testing Playbook by Andrew Richardson
Building a Testing Playbook by Andrew RichardsonBuilding a Testing Playbook by Andrew Richardson
Building a Testing Playbook by Andrew Richardson
Delphic Digital
 
Exploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling PatternsExploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling Patterns
Mike Cottmeyer
 
The Values and Principles of Agile Software Development
The Values and Principles of Agile Software DevelopmentThe Values and Principles of Agile Software Development
The Values and Principles of Agile Software Development
Brad Appleton
 
Modern Agile Management and Leadership
Modern Agile Management and LeadershipModern Agile Management and Leadership
Modern Agile Management and Leadership
Antti Kirjavainen
 
L'agilité pour gérer la complexité en TI
L'agilité pour gérer la complexité en TIL'agilité pour gérer la complexité en TI
L'agilité pour gérer la complexité en TI
Etienne Laverdière
 
Scaling Agile With SAFe (Scaled Agile Framework)
Scaling Agile With SAFe (Scaled Agile Framework)Scaling Agile With SAFe (Scaled Agile Framework)
Scaling Agile With SAFe (Scaled Agile Framework)
Andreano Lanusse
 
Agile Transformation in Telco Guide
Agile Transformation in Telco GuideAgile Transformation in Telco Guide
Agile Transformation in Telco Guide
ACM
 
the agile mindset, a learning lab
the agile mindset, a learning labthe agile mindset, a learning lab
the agile mindset, a learning lab
nikos batsios
 
Escalando Agile con SAFe - Regional Scrum Gathering Quito 2015
Escalando Agile con SAFe - Regional Scrum Gathering Quito 2015Escalando Agile con SAFe - Regional Scrum Gathering Quito 2015
Escalando Agile con SAFe - Regional Scrum Gathering Quito 2015
Johnny Ordóñez
 
Agilidad de negocios abordando la incertidumbre
Agilidad de negocios   abordando la incertidumbreAgilidad de negocios   abordando la incertidumbre
Agilidad de negocios abordando la incertidumbre
Alex Canizales Castro
 
Agile Transformation and Cultural Change
 Agile Transformation and Cultural Change Agile Transformation and Cultural Change
Agile Transformation and Cultural Change
Johnny Ordóñez
 
Agile Project management
Agile Project managementAgile Project management
Agile Project management
Babu Appat
 
Enterprise Agile Transformation Strategies
Enterprise Agile Transformation StrategiesEnterprise Agile Transformation Strategies
Enterprise Agile Transformation Strategies
Mike Cottmeyer
 
Align to Strategy with Portfolio Management & Jira Align
Align to Strategy with Portfolio Management & Jira AlignAlign to Strategy with Portfolio Management & Jira Align
Align to Strategy with Portfolio Management & Jira Align
Cprime
 
Enterprise Agile Transformation
Enterprise Agile TransformationEnterprise Agile Transformation
Enterprise Agile Transformation
Pooja Wandile
 
Value Stream Management: Is Your Organization Ready?
Value Stream Management: Is Your Organization Ready?Value Stream Management: Is Your Organization Ready?
Value Stream Management: Is Your Organization Ready?
DevOps.com
 
Approaches to scaling agile
Approaches to scaling agileApproaches to scaling agile
Approaches to scaling agile
Srinath Ramakrishnan
 
Agile fluency and metrics2
Agile fluency and metrics2Agile fluency and metrics2
Agile fluency and metrics2
Thomas AC Kofoed
 
Growing up with agile - how the Spotify 'model' has evolved
Growing up with agile - how the Spotify 'model' has evolved Growing up with agile - how the Spotify 'model' has evolved
Growing up with agile - how the Spotify 'model' has evolved
Peter Antman
 
Agile portfolio management
Agile portfolio managementAgile portfolio management
Agile portfolio management
Etienne Laverdière
 

What's hot (20)

Building a Testing Playbook by Andrew Richardson
Building a Testing Playbook by Andrew RichardsonBuilding a Testing Playbook by Andrew Richardson
Building a Testing Playbook by Andrew Richardson
 
Exploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling PatternsExploring Agile Transformation and Scaling Patterns
Exploring Agile Transformation and Scaling Patterns
 
The Values and Principles of Agile Software Development
The Values and Principles of Agile Software DevelopmentThe Values and Principles of Agile Software Development
The Values and Principles of Agile Software Development
 
Modern Agile Management and Leadership
Modern Agile Management and LeadershipModern Agile Management and Leadership
Modern Agile Management and Leadership
 
L'agilité pour gérer la complexité en TI
L'agilité pour gérer la complexité en TIL'agilité pour gérer la complexité en TI
L'agilité pour gérer la complexité en TI
 
Scaling Agile With SAFe (Scaled Agile Framework)
Scaling Agile With SAFe (Scaled Agile Framework)Scaling Agile With SAFe (Scaled Agile Framework)
Scaling Agile With SAFe (Scaled Agile Framework)
 
Agile Transformation in Telco Guide
Agile Transformation in Telco GuideAgile Transformation in Telco Guide
Agile Transformation in Telco Guide
 
the agile mindset, a learning lab
the agile mindset, a learning labthe agile mindset, a learning lab
the agile mindset, a learning lab
 
Escalando Agile con SAFe - Regional Scrum Gathering Quito 2015
Escalando Agile con SAFe - Regional Scrum Gathering Quito 2015Escalando Agile con SAFe - Regional Scrum Gathering Quito 2015
Escalando Agile con SAFe - Regional Scrum Gathering Quito 2015
 
Agilidad de negocios abordando la incertidumbre
Agilidad de negocios   abordando la incertidumbreAgilidad de negocios   abordando la incertidumbre
Agilidad de negocios abordando la incertidumbre
 
Agile Transformation and Cultural Change
 Agile Transformation and Cultural Change Agile Transformation and Cultural Change
Agile Transformation and Cultural Change
 
Agile Project management
Agile Project managementAgile Project management
Agile Project management
 
Enterprise Agile Transformation Strategies
Enterprise Agile Transformation StrategiesEnterprise Agile Transformation Strategies
Enterprise Agile Transformation Strategies
 
Align to Strategy with Portfolio Management & Jira Align
Align to Strategy with Portfolio Management & Jira AlignAlign to Strategy with Portfolio Management & Jira Align
Align to Strategy with Portfolio Management & Jira Align
 
Enterprise Agile Transformation
Enterprise Agile TransformationEnterprise Agile Transformation
Enterprise Agile Transformation
 
Value Stream Management: Is Your Organization Ready?
Value Stream Management: Is Your Organization Ready?Value Stream Management: Is Your Organization Ready?
Value Stream Management: Is Your Organization Ready?
 
Approaches to scaling agile
Approaches to scaling agileApproaches to scaling agile
Approaches to scaling agile
 
Agile fluency and metrics2
Agile fluency and metrics2Agile fluency and metrics2
Agile fluency and metrics2
 
Growing up with agile - how the Spotify 'model' has evolved
Growing up with agile - how the Spotify 'model' has evolved Growing up with agile - how the Spotify 'model' has evolved
Growing up with agile - how the Spotify 'model' has evolved
 
Agile portfolio management
Agile portfolio managementAgile portfolio management
Agile portfolio management
 

Similar to Push or pull agile leadership model - 2019-11-06 w hilpert-rmederer

Lighthouse thinking (TM), Small, Simple Steps to Extraordinary Success
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary SuccessLighthouse thinking (TM), Small, Simple Steps to Extraordinary Success
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary Success
Haydn Shaughnessy
 
Transforming How We Deliver Value: Agility at Scale
Transforming How We Deliver Value: Agility at ScaleTransforming How We Deliver Value: Agility at Scale
Transforming How We Deliver Value: Agility at Scale
TechWell
 
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...
Wolfgang Hilpert
 
June 2018 Webinar: Connecting your Business and IT Transformation
June 2018 Webinar: Connecting your Business and IT TransformationJune 2018 Webinar: Connecting your Business and IT Transformation
June 2018 Webinar: Connecting your Business and IT Transformation
Stephanie Piche
 
Agile 101
Agile 101Agile 101
Agile 101
beLithe
 
Realizing Agile at Scale with Planview
Realizing Agile at Scale with PlanviewRealizing Agile at Scale with Planview
Realizing Agile at Scale with Planview
Jon Terry
 
Agile is not just for software development, it’s for the whole business! by O...
Agile is not just for software development, it’s for the whole business! by O...Agile is not just for software development, it’s for the whole business! by O...
Agile is not just for software development, it’s for the whole business! by O...
Bosnia Agile
 
Enterprise scaled agile overview (1)
Enterprise scaled agile overview (1)Enterprise scaled agile overview (1)
Enterprise scaled agile overview (1)
Sandipp Vijj, Digital Disruptor
 
Lean-agile transformation: comparing the models of agility at scale
Lean-agile transformation: comparing the models of agility at scaleLean-agile transformation: comparing the models of agility at scale
Lean-agile transformation: comparing the models of agility at scale
Chris Verlinden
 
agile_6_14
agile_6_14agile_6_14
ANIn Coimbatore Jan 2024 |Combining Agile Mindset and Design Thinking by Shan...
ANIn Coimbatore Jan 2024 |Combining Agile Mindset and Design Thinking by Shan...ANIn Coimbatore Jan 2024 |Combining Agile Mindset and Design Thinking by Shan...
ANIn Coimbatore Jan 2024 |Combining Agile Mindset and Design Thinking by Shan...
AgileNetwork
 
Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)
Enthiosys Inc
 
How to Make Your Business More Agile
How to Make Your Business More AgileHow to Make Your Business More Agile
How to Make Your Business More Agile
Udemy for Business
 
Real World Techniques for Enterprise Agile Adoption
Real World Techniques for Enterprise Agile AdoptionReal World Techniques for Enterprise Agile Adoption
Real World Techniques for Enterprise Agile Adoption
Scott Richardson
 
Prerequisites for Agility, T4AT 02-12-2021
Prerequisites for Agility, T4AT 02-12-2021Prerequisites for Agility, T4AT 02-12-2021
Prerequisites for Agility, T4AT 02-12-2021
Wolfgang Hilpert
 
How to Drive Maximum Business Value from IT Investments with the Flow Framework
How to Drive Maximum Business Value from IT Investments with the Flow FrameworkHow to Drive Maximum Business Value from IT Investments with the Flow Framework
How to Drive Maximum Business Value from IT Investments with the Flow Framework
Tasktop
 
Proven and Successful Value Management Approaches
Proven and Successful Value Management ApproachesProven and Successful Value Management Approaches
Proven and Successful Value Management Approaches
William Newman
 
Hrd as business partner
Hrd as business partnerHrd as business partner
Hrd as business partner
Laurence Yap M.A. (UM) CHRM
 
Discover Jira Align - Realignment to the Enterprise
Discover Jira Align - Realignment to the EnterpriseDiscover Jira Align - Realignment to the Enterprise
Discover Jira Align - Realignment to the Enterprise
Cprime
 
BPM Case Management Global Summit - Building a BPM CoE
BPM Case Management Global Summit - Building a BPM CoEBPM Case Management Global Summit - Building a BPM CoE
BPM Case Management Global Summit - Building a BPM CoE
Scott Simmons
 

Similar to Push or pull agile leadership model - 2019-11-06 w hilpert-rmederer (20)

Lighthouse thinking (TM), Small, Simple Steps to Extraordinary Success
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary SuccessLighthouse thinking (TM), Small, Simple Steps to Extraordinary Success
Lighthouse thinking (TM), Small, Simple Steps to Extraordinary Success
 
Transforming How We Deliver Value: Agility at Scale
Transforming How We Deliver Value: Agility at ScaleTransforming How We Deliver Value: Agility at Scale
Transforming How We Deliver Value: Agility at Scale
 
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...
 
June 2018 Webinar: Connecting your Business and IT Transformation
June 2018 Webinar: Connecting your Business and IT TransformationJune 2018 Webinar: Connecting your Business and IT Transformation
June 2018 Webinar: Connecting your Business and IT Transformation
 
Agile 101
Agile 101Agile 101
Agile 101
 
Realizing Agile at Scale with Planview
Realizing Agile at Scale with PlanviewRealizing Agile at Scale with Planview
Realizing Agile at Scale with Planview
 
Agile is not just for software development, it’s for the whole business! by O...
Agile is not just for software development, it’s for the whole business! by O...Agile is not just for software development, it’s for the whole business! by O...
Agile is not just for software development, it’s for the whole business! by O...
 
Enterprise scaled agile overview (1)
Enterprise scaled agile overview (1)Enterprise scaled agile overview (1)
Enterprise scaled agile overview (1)
 
Lean-agile transformation: comparing the models of agility at scale
Lean-agile transformation: comparing the models of agility at scaleLean-agile transformation: comparing the models of agility at scale
Lean-agile transformation: comparing the models of agility at scale
 
agile_6_14
agile_6_14agile_6_14
agile_6_14
 
ANIn Coimbatore Jan 2024 |Combining Agile Mindset and Design Thinking by Shan...
ANIn Coimbatore Jan 2024 |Combining Agile Mindset and Design Thinking by Shan...ANIn Coimbatore Jan 2024 |Combining Agile Mindset and Design Thinking by Shan...
ANIn Coimbatore Jan 2024 |Combining Agile Mindset and Design Thinking by Shan...
 
Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)Agile Comes to You (Mironov, Bellevue)
Agile Comes to You (Mironov, Bellevue)
 
How to Make Your Business More Agile
How to Make Your Business More AgileHow to Make Your Business More Agile
How to Make Your Business More Agile
 
Real World Techniques for Enterprise Agile Adoption
Real World Techniques for Enterprise Agile AdoptionReal World Techniques for Enterprise Agile Adoption
Real World Techniques for Enterprise Agile Adoption
 
Prerequisites for Agility, T4AT 02-12-2021
Prerequisites for Agility, T4AT 02-12-2021Prerequisites for Agility, T4AT 02-12-2021
Prerequisites for Agility, T4AT 02-12-2021
 
How to Drive Maximum Business Value from IT Investments with the Flow Framework
How to Drive Maximum Business Value from IT Investments with the Flow FrameworkHow to Drive Maximum Business Value from IT Investments with the Flow Framework
How to Drive Maximum Business Value from IT Investments with the Flow Framework
 
Proven and Successful Value Management Approaches
Proven and Successful Value Management ApproachesProven and Successful Value Management Approaches
Proven and Successful Value Management Approaches
 
Hrd as business partner
Hrd as business partnerHrd as business partner
Hrd as business partner
 
Discover Jira Align - Realignment to the Enterprise
Discover Jira Align - Realignment to the EnterpriseDiscover Jira Align - Realignment to the Enterprise
Discover Jira Align - Realignment to the Enterprise
 
BPM Case Management Global Summit - Building a BPM CoE
BPM Case Management Global Summit - Building a BPM CoEBPM Case Management Global Summit - Building a BPM CoE
BPM Case Management Global Summit - Building a BPM CoE
 

Recently uploaded

AI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your BusinessAI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your Business
Arijit Dutta
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fix
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fixKalyan chart 6366249026 India satta Matta Matka 143 jodi fix
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fix
satta Matta matka 143 Kalyan chart jodi 6366249026
 
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...
Adani case
 
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
High-Quality IPTV Monthly Subscription for $15
High-Quality IPTV Monthly Subscription for $15High-Quality IPTV Monthly Subscription for $15
High-Quality IPTV Monthly Subscription for $15
advik4387
 
Stainless Steel Conveyor Manufacturers Chennai
Stainless Steel Conveyor Manufacturers ChennaiStainless Steel Conveyor Manufacturers Chennai
Stainless Steel Conveyor Manufacturers Chennai
ConveyorSystem
 
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
➑➌➋➑➒➎➑➑➊➍
 
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
Niswey
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results
 
deft. 2024 pricing guide for onboarding
deft.  2024 pricing guide for onboardingdeft.  2024 pricing guide for onboarding
deft. 2024 pricing guide for onboarding
hello960827
 
Kanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR ReportKanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR Report
Helen Meek
 
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...
essorprof62
 
MECE (Mutually Exclusive, Collectively Exhaustive) Principle
MECE (Mutually Exclusive, Collectively Exhaustive) PrincipleMECE (Mutually Exclusive, Collectively Exhaustive) Principle
MECE (Mutually Exclusive, Collectively Exhaustive) Principle
Operational Excellence Consulting
 
Lukas Rycek - GreenChemForCE - project structure.pptx
Lukas Rycek - GreenChemForCE - project structure.pptxLukas Rycek - GreenChemForCE - project structure.pptx
Lukas Rycek - GreenChemForCE - project structure.pptx
pavelborek
 
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA |
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA |➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA |
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA |
➒➌➎➏➑➐➋➑➐➐Dpboss Matka Guessing Satta Matka Kalyan Chart Indian Matka
 

Recently uploaded (20)

AI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your BusinessAI Transformation Playbook: Thinking AI-First for Your Business
AI Transformation Playbook: Thinking AI-First for Your Business
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fix
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fixKalyan chart 6366249026 India satta Matta Matka 143 jodi fix
Kalyan chart 6366249026 India satta Matta Matka 143 jodi fix
 
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...
Adani Group Requests For Additional Land For Its Dharavi Redevelopment Projec...
 
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
 
High-Quality IPTV Monthly Subscription for $15
High-Quality IPTV Monthly Subscription for $15High-Quality IPTV Monthly Subscription for $15
High-Quality IPTV Monthly Subscription for $15
 
Stainless Steel Conveyor Manufacturers Chennai
Stainless Steel Conveyor Manufacturers ChennaiStainless Steel Conveyor Manufacturers Chennai
Stainless Steel Conveyor Manufacturers Chennai
 
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
 
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN8328958814KALYAN MATKA | MATKA RESULT | KALYAN
8328958814KALYAN MATKA | MATKA RESULT | KALYAN
 
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
 
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan ChartSatta Matka Dpboss Kalyan Matka Results Kalyan Chart
Satta Matka Dpboss Kalyan Matka Results Kalyan Chart
 
deft. 2024 pricing guide for onboarding
deft.  2024 pricing guide for onboardingdeft.  2024 pricing guide for onboarding
deft. 2024 pricing guide for onboarding
 
Kanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR ReportKanban Coaching Exchange with Dave White - Example SDR Report
Kanban Coaching Exchange with Dave White - Example SDR Report
 
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...
 
MECE (Mutually Exclusive, Collectively Exhaustive) Principle
MECE (Mutually Exclusive, Collectively Exhaustive) PrincipleMECE (Mutually Exclusive, Collectively Exhaustive) Principle
MECE (Mutually Exclusive, Collectively Exhaustive) Principle
 
Lukas Rycek - GreenChemForCE - project structure.pptx
Lukas Rycek - GreenChemForCE - project structure.pptxLukas Rycek - GreenChemForCE - project structure.pptx
Lukas Rycek - GreenChemForCE - project structure.pptx
 
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
 
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA |
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA |➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA |
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA |
 

Push or pull agile leadership model - 2019-11-06 w hilpert-rmederer

  • 1. “Push or Pull?” Agile leadership models supporting a learning organization and culture Wolfgang Hilpert & Robert Mederer HERE Technologies
  • 2. Push System © 2018 HERE | HERE Internal Use Only https://www.youtube.com/watch?v=D6LUg-siJVs 3 “Lucy Chocolate Scene” Start here
  • 3. Speaker Profiles © 2019 HERE5 Wolfgang Hilpert Robert Mederer • 25+ years of Software Product Management & Engineering leadership experience • Former co-founder of startup • Various leadership positions at leading software vendors - IBM, Microsoft, SAP – & mid-size ISVs • 12 years of Agile leadership experience • Currently on fourth organizational Agile transformation • VP Business Agility @ HERE Technologies • 15+ years of Software Product Engineering & Delivery experience • Engineer & Technology Leader by heart • Created and delivered various web, service and mobile experiences on large-scale • 10 years of Agile + DevOps Experience • Coached and Transitioned many teams to modern software development • Currently driving parts of an Agile & DevOps Transformation • Senior Manager Business Agility @ HERE Technologies
  • 4. © 2019 HERE6 01 Introduction 02 Towards Business Agility 03 Alignment vs Autonomy 04 Alignment Applied 05 Conclusion
  • 5. Push vs Pull System 9 PUSH Principle vs PULL Principle Push Push systems overwhelm capacity, creating turbulence, rework, waste and delay Pull systems have a steady flow that provides predictability Demand authorized work © 2019 HERE
  • 6. Push vs Pull © 2019 HERE Work on the system Resistance Agile Push Pull Top-down Bottom-up Tell Co-Create Sell & Listen to argue Explain & listen to understand Make Invite Convince Inspire Alignment Autonomy Pull Success Patterns WH
  • 7. “Where does Agile stand in 2019? “It is the best of the times and the worst of times…” … the age of wisdom ... the age of foolishness, … the epoch of belief … the epoch of incredulity, … the season of Light … the season of Darkness, … the spring of hope … the winter of despair, … everything before us … nothing before us, … all going to Heaven, … all going direct the other way… Charles Dickens, A Tale of Two Cities ( 1859) WH
  • 8. Hold up a mirror To show something as it is without any value judgements or analysis WH
  • 9. Learning from GE‘s Journey to adopt Lean Startup © 2019 HERE13 Top-down implementation Process ahead of mindset Reliance on M&A WH “GE is famous for creating and religiously implementing processes for managing virtually everything we do. The task of transformation is no different.” “GE is famous for creating and religiously implementing processes for managing virtually everything we do. The task of transformation is no different.”
  • 10. Stalled Agile Journeys © 2019 HERE14 Agile as important dynamic of software development Software developers challenge well- established management practices Fails to win support from top management Agile leaders and coaches dismissed WH
  • 11. It is the worst of times…. • Agile merely as ceremonies - Doing Agile – not being agile implementing the motions of Agile without significant benefits • Consultants selling “get Agile quick” schemes • Scaling frameworks that are often just another name for bureaucracy • Some firms are using Agile to create sweatshops • A huge amount of fake Agile going on • Agile conflicts with the goal of maximizing shareholder value • In this sea of BS, genuine Agile is getting hard to identify WH © 2019 HERE
  • 13. Waves of Agile Business Agility Agile @ Scale Agile teams WH © 2019 HERE
  • 14. Age of Agile Imperative HERE Way of Working Foundation Law of the Customer Law of the Small Teams Law of the Network WH © 2019 HERE
  • 15. 19 Pre-Agile • Assume effective individual contributors. • Individual contributors need to move to a team-based way of working. • Some agile principles implemented Deliver Customer Value • Customer focus while capturing value frequently • Line of sight to the customer and deliver business value. • Product owner prioritizes Backlog according to Customer Value Scaling the Network • Scale Agile through value streams. • Eliminate waste that come from cross team handoffs. • Create a stronger delivery ecosystem through transparency and co-creation Grow high- performing Teams • Establish HP Leadership Teams, Engineering Teams and Enabling Function Teams • Cross functional teams align around common purpose and shared goals. • Establish Agile Roles and Role clarity • Adopt the HERE Way of Working Towards Mastery • Continuous Improvement • Learning Organization Shift Team Culture (Way of Working): 3-9 months* Shift team to squad (Agile Structures, Roles and Incentives): 6 - 12 months* Shift to deliver Customer Value: 6 – 12 months* Shift Organization to growing, learning, adapting organism (learning organization) : 6 – 36 months* RM © 2019 HERE
  • 16. Alignment enables Autonomy © 2019 HERE20 Enterprise alignment on practices enables team autonomy WH
  • 17. How the British Army’s operations went agile © 2019 HERE21 Justin Maciejewski: “If you’re going to be very modular and agile about the way you allocate resources, people need to be speaking the same language.” Source: McKinsey Quarterly, October 2019 WH
  • 18. HERE Way of Working Alignment © 2019 HERE22 HERE WoW is a Mindset • Desire continuous learning • Confront uncertainties • Embracing challenges • Not afraid to fail (to learn) • Feedback is about current capabilities RM
  • 19. HERE Way of Working Alignment © 2019 HERE23 HERE WoW is a Mindset Described by Values Agile Manifesto – Values: • Individuals and interactions over process and tools • Working software over comprehensive documentation • Customer collaboration over contract negotiation • Responding to change over following the plan RM
  • 20. HERE Way of Working Alignment © 2019 HERE24 HERE WoW is a Mindset Described by Values Defined by Principles Agile Manifesto – Principles: • Early and continuous delivery • Welcome changing requirements • Deliver working software frequently • Business people and developers work together • Build projects around motivated people • Face-to-Face communication is best • Working software is how to measure progress • Maintain a sustainable pace • Attention on technical excellence • Simple design, simple code • Self-organizing teams are best • Continuous feedback RM
  • 21. HERE Way of Working Alignment HERE WoW is a Mindset Described by Values Defined by Principles Manifested through Practices RM © 2019 HERE
  • 22. HERE Way of Working Alignment HERE WoW is a Mindset Described by Values Defined by Principles Manifested through Practices ScrumKanban HERE RM © 2019 HERE
  • 23. Alignment vs. Autonomy 27 Foundation & Line-of-Business Practices Line of Business Practices Alignment Autonomy Enterprise Foundation Engineering Finance People Brand et al RM © 2019 HERE
  • 24. Alignment vs. Autonomy 28 Engineering Practices – Common vs. Specific Unit Specific Practices Alignment Autonomy Foundation Common Engineering Practices Tribe 1 Tribe 2 Communities of Practice  DevOps Metrics  Technical documentation  Inner-Source  Testing automation  Synchronized cadences  Empirical forecasting  Secure Coding Tribe 3 et al Tribe 4 RM © 2019 HERE
  • 26. HERE Agile Playbook – Co-Created 1. Agile Strategy Vision and requirements 2. Agile Design Principles Fundamental guiding course 3. Agile Leadership Change role of leadership 4. Way of Working Way of Working Foundation & Practices 5. Structure Building organizational units 6. People Agile Mindset & Roles 7. Accountability Govern distribute responsibilities 8. Metrics Measure success 9. Execution Perform the Agile Transformation Content WH © 2019 HERE
  • 27. Alignment on Team & Roles
  • 28. Team principles © 2019 HERE34 From Team to Squad and to Domain Team WH SQUAD Model Domain Team • Establish Agile Roles (PO, SM) • Separation of Concerns • Cross functional • Long lasting (forming–storming–norming– performing) • Work travels, rather than people
  • 29. Alignment - The Functional View - Roles 35 Separation of Concerns Customer Value Value Proposition Product Management Value Delivery Product Ownership Value Development Product Engineering Way of Working Improvement Scrum Master Customer Value WH © 2019 HERE
  • 30. POPM https://280group.com/wp-content/media/Product-Owner-vs.-Product-Manager-Role-Visualization.png  100% Full time-role  Break down features into Epics and User Stories  Ensure stories are „Ready“  Backlog refinement including user story prioritization  commit strictly according to available capacity (“pulls work”)  Close collaboration w/ Squad  Release forecast and tracking  Defect Management  Customer advocate in engineering  Challenge engineers on business value of technical investments  Challenge PM on business value of features  Alignment with our JTBD  Feature prioritization  Ensure features are “Ready”  Product Roadmap  Business case realization  Portfolio management  Product Strategy  Business value definition  Segmentation  Buy vs. Build  Competitive analysis  Pricing, promotion, place  Forecasting  End of life  Shared Vision / Roadmap  Release Planning  Feature refinement  Positioning & Value definition Sharpen and emphasize the role of a Product Owner  The Product Owner is responsible for delivering the product and addresses the Squads’ need for real- time input on user stories and requirements.  A general rule of thumb is that “Product Manager is more strategic and outward customer-facing while Product Owner is more tactical and inward team-facing” WH © 2019 HERE
  • 31. Alignment on Visibility of all work including improvement items
  • 32. Suggestion: Impediment Backlog What causes most of your frustration today? OSS review process? Security approvals? Manual steps? Pending reviews? Insufficient coordination? Most impediments are asked to be resolved within a Squad with self-organization Some are not in control of the Squads. For this, capture a impediment backlog with the Scrum Master. Feature Squad Scrum Master Feature Squad Quality of life improvements impediments not in control of the Squad capture in each Daily Scrum or in Sprint retrospectives discuss and find existing solutions impediment backlog Tribe Leads and CTO escalate with a proposal WH © 2019 HERE
  • 34. Alignment: Metric types Measure progress of the Agile Journey A. Input Metrics e.g., number of people invested, number of trainings sessions attended; Leading indicator A. Input Metrics e.g., number of people invested, number of trainings sessions attended; Leading indicator B. Output Metrics e.g., test coverage, or number of units produced, number of clients served; often real time indicator B. Output Metrics e.g., test coverage, or number of units produced, number of clients served; often real time indicator C. Outcome Metrics e.g., number of new customers incl. revenue, workforce engagement, Customer NPS; often trailing indicator C. Outcome Metrics e.g., number of new customers incl. revenue, workforce engagement, Customer NPS; often trailing indicator RM © 2019 HERE
  • 35. Agile Metrics Considering the useful many to identify the vital few © 2019 HERE44 WH
  • 36. Holistic, Competing Metrics Unlocking Agility, Jorgen Hesselberg, Addison-Wesley 201745 Viewed as trends over time help provide meaningful view of continuous improvement and drive a more agile way of working Building the things right? Building the right thing? Building at the right speed? Metrics  Net Promoter Score (NPS)  % Sales from New Offerings Metrics  Escaped defects  Mean time to Recover (DevOps stability)  Change Failure Rate (DevOps stability) Metrics  Flow Efficiency  Lead Time (DevOps throughput)  Delivery Frequency (DevOps throughput) WH © 2019 HERE
  • 37. Holistic, Competing Metrics 48 The Sweet Spot in a dynamically balanced system Building the things right! Building the right thing! Building at the right speed! Metrics  Customer Net Promoter Score (NPS)  % Sales from New Offerings Metrics  Mean time to recover  Change Failure Rate  Escaped defects Metrics  Flow Efficiency  Lead Time  Delivery Frequency WH © 2019 HERE
  • 38. Data-Driven Improvement – Survey Data • DevOps Capability Assessment of software engineering teams • Gives recommendations how to influence your organization’s performance • Focuses on capability building as levers to improve your outcomes • Benchmarks with industry data of over 30 000 technical professionals • Source for annual “Accelerate State of DevOps Report” since 2014 © 2019 HERE51 DevOps Research & Assessment (DORA) Technical Capabilities Version Control Continuous Integration Deployment Automation Trunk-based Development Test Automation Architecture Teams Empowered to Choose Tools Test Data Management Security Process Capabilities Team Experimentation Change Approval Process Visibility of Customer Feedback Visibility of Work in the Value Stream Working in Small Batches Measurement Capabilities Monitoring Failure Notification Use of WIP Limits Visual Management Cultural Capabilities Job Satisfaction Organizational Culture Learning Culture DORA Capabilities (2018) RM
  • 40. Learning from Microsoft’s Journey of getting Agile At Scale https://www.forbes.com/sites/stevedenning/2015/10/29/microsofts-sixteen-keys-to-becoming-agile-at- scale/#605ec70615ce  Get good at the science of Agile and Scrum but don’t be overly prescriptive  Don’t copy others: learn from others  Build the culture you want … and you’ll get the behavior you’re after  Stop trying to predict the future  Optimize around customer feedback WH
  • 41. Summary © 2019 HERE54 • Agile – whether you call it Agile or not • Agile is a journey • Agile In Name Only doesn’t work • Agile For Software Only’ isn‘t sustainable • Agile needs both top-down and bottom-up to drive beyond hierarchy • There is no perfect model … • Overcome resistance • The right level of Alignment enables Autonomy and empowerment • Profitability is a result – not the goal of Agile WH • Amazon, Apple, Facebook, Google, Netflix, and Microsoft • Inspect and Adapt • Learn from failure • Learn from others, don’t just copy • Listen • Go where the Energy is • Co-Create Solutions • Focus on using Agile to solve real business problems • Help develop “Lighthouse” • Hold up the mirror • it’s about the shift in mindset • needs to be holistic