1) Traditionally, design and development were separate processes but agile methodologies aim to combine them through practices like user story mapping and prototyping.
2) Design thinking focuses on understanding problems from the user perspective through techniques like personas and user research to create the right solutions.
3) At SAP, design and development teams work collaboratively using shared principles and practices like product vision, product backlog, and iterative development to better meet user needs.
As part of my work as teacher at the school of Design Thinking at the Hasso-Plattner-Institute (HPI) I gave this talk describing how we combine at SAP lean and agile methodologies with design thinking to ensure efficiency and innovation.
doing ther right things. and doing the things right.
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 Agile Scaling Model (ASM) provides the context and advice for effectively tailoring agile techniques. It describes how to extend the agile construction life cycle into a full-fledged disciplined agile delivery life cycle. It then describes how to tailor agile practices to address scaling factors which an agile team may face, including team size, physical distribution, organizational distribution, regulatory compliance, organizational complexity, technical complexity, and enterprise disciplines (such as enterprise architecture, reuse, and portfolio management).
As part of my work as teacher at the school of Design Thinking at the Hasso-Plattner-Institute (HPI) I gave this talk describing how we combine at SAP lean and agile methodologies with design thinking to ensure efficiency and innovation.
doing ther right things. and doing the things right.
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 Agile Scaling Model (ASM) provides the context and advice for effectively tailoring agile techniques. It describes how to extend the agile construction life cycle into a full-fledged disciplined agile delivery life cycle. It then describes how to tailor agile practices to address scaling factors which an agile team may face, including team size, physical distribution, organizational distribution, regulatory compliance, organizational complexity, technical complexity, and enterprise disciplines (such as enterprise architecture, reuse, and portfolio management).
Diese Prezi Präsentation wurde anlässlich der Vorstellung der Resultate der Agile Trends und Benchmarks 2012 und Requirements Trends und Benchmarks 2012 gehalten. Erfahren Sie Zahlen zu der Verwendung von Scrum oder wo die Unternehmen die grössten Probleme im Requirements Engineering sehen.
Leveraging Process Design: True Results, True Value
Andrew Wilson, Director, Program Management Office, U.S. Navy Bureau of Medicine and Surgery
Learn about the IT Service Management Process Improvement journey at NAVMISSA, led by their Project Management Office.
Value Stream Manager concept applied to Software Product DevelopmentKen Power
his is the slide deck from my talk at LESS 2012, the Lean Enterprise Software and Systems conference in Tallinn, Estonia.
http://SystemAgility.com/events
Private Clouds for Developers: Make Your Infrastructure AgileAbiquo, Inc.
Development houses have been looking to virtualization to meet Agile Methodology standards, but have run into serious complications. In addition, the promises of virtualization have yet to materialize. Cloud can deliver on those processes, if managed properly. Learn how the use of standards, including vCloud API and OVF, and multi-tenancy delegated control of virtual datacenters can dramatically increase development team agility.
The success of Agile relies heavily on the performance of “the team”. The Agile manifesto principles refer to the team directly and on closer inspection relies heavily on the team as a key component to the success of the Agile principle. Frameworks such as Scrum, XP, DSDM all refer to the team, but all in a very different composition. In my talk I hope to cover the essential meaning of what an Agile team is and show directly an example of a team evolution. The main premise is to look at the organizational dysfunctions such as constraints, processes and rules that not only hurt teams, but teams and organizations could use to their advantage to make sure they are at the top of their game.
Scrum Turns 21, what is next for Scrum for the next 20 years by Dave WestAgile ME
90% of Agile teams are using Scrum. With over ½ a million people trained and certified. Scrum has become, for many the de-facto standard in Agile team organization. But what is next for Scrum? In this talk we discuss the success and future of Scrum and what needs to happen to Scrum to continue its relevance. We describe how skills, scaling and DevOps need to be weaved into Scrum to not only ensure its relevance for the next 21 years, but also help the profession of software development improve
Do you want to make your next project run more smoothly? Finish faster?
The most popular Agile framework today is Scrum and in these slides you will learn about the Scrum key events. Join us and learn about Agile with the Agile Middle East (ME)
Diese Prezi Präsentation wurde anlässlich der Vorstellung der Resultate der Agile Trends und Benchmarks 2012 und Requirements Trends und Benchmarks 2012 gehalten. Erfahren Sie Zahlen zu der Verwendung von Scrum oder wo die Unternehmen die grössten Probleme im Requirements Engineering sehen.
Leveraging Process Design: True Results, True Value
Andrew Wilson, Director, Program Management Office, U.S. Navy Bureau of Medicine and Surgery
Learn about the IT Service Management Process Improvement journey at NAVMISSA, led by their Project Management Office.
Value Stream Manager concept applied to Software Product DevelopmentKen Power
his is the slide deck from my talk at LESS 2012, the Lean Enterprise Software and Systems conference in Tallinn, Estonia.
http://SystemAgility.com/events
Private Clouds for Developers: Make Your Infrastructure AgileAbiquo, Inc.
Development houses have been looking to virtualization to meet Agile Methodology standards, but have run into serious complications. In addition, the promises of virtualization have yet to materialize. Cloud can deliver on those processes, if managed properly. Learn how the use of standards, including vCloud API and OVF, and multi-tenancy delegated control of virtual datacenters can dramatically increase development team agility.
The success of Agile relies heavily on the performance of “the team”. The Agile manifesto principles refer to the team directly and on closer inspection relies heavily on the team as a key component to the success of the Agile principle. Frameworks such as Scrum, XP, DSDM all refer to the team, but all in a very different composition. In my talk I hope to cover the essential meaning of what an Agile team is and show directly an example of a team evolution. The main premise is to look at the organizational dysfunctions such as constraints, processes and rules that not only hurt teams, but teams and organizations could use to their advantage to make sure they are at the top of their game.
Scrum Turns 21, what is next for Scrum for the next 20 years by Dave WestAgile ME
90% of Agile teams are using Scrum. With over ½ a million people trained and certified. Scrum has become, for many the de-facto standard in Agile team organization. But what is next for Scrum? In this talk we discuss the success and future of Scrum and what needs to happen to Scrum to continue its relevance. We describe how skills, scaling and DevOps need to be weaved into Scrum to not only ensure its relevance for the next 21 years, but also help the profession of software development improve
Do you want to make your next project run more smoothly? Finish faster?
The most popular Agile framework today is Scrum and in these slides you will learn about the Scrum key events. Join us and learn about Agile with the Agile Middle East (ME)
How to Build Better Software? - 13 "Thinks" to Keep in Mind - Entwicklertag ...Tobias Schimmer
Die SAP AG hat mit der Skalierung der Software-Entwicklungsprozesse unter fast stetigem Wachstum seit 1972 einen langen Weg hinter sich. Innerhalb der vergangenen vier Jahre gelang es dem Unternehmen, schlanke Entwicklungsprinzipien (“Lean Development”) und agile Praktiken für Entwicklungsteams - wie bspw. Scrum und “Test-Driven Development” - mit über 20.000 Mitarbeiter weltweit umzusetzen. Die Software-Entwicklungsprozesse wurden dadurch effizienter und zuverlässiger - aber wo kommen dabei die Inspirationen und Ideen für zukünftige Releases und innovative Produkte her? Jochen Gürtler und Tobias Hildenbrand präsentieren anhand aktueller Projekt-Beispiele, wie schlanke und agile Entwicklung mit aktuellen Innovationsansätzen wie Design Thinking, Customer Development und Lean Startup auch innerhalb sehr großer Organisationen kombiniert werden können.
When starting with Agile we often use the metaphorical approach of the story of « Lambs & Chicken » (former Pigs & Chicken). Animal are used to highlight and sketch our behavior within a group or across several groups. Based on scientific research outcomes, we will learn why instead being a Lamb, we are sometimes also Chicken, Cats, Bulls, Rats, Seagulls and so on. This session addresses the fundamentals of agile i.e. human being in a funny manner. If you want to learn with fun that’s the one for you!
Let the Elephants Leave the Room: Tips for Making Development Life Leaner by ...Agile ME
As developers, we often complain about the efficiency problems we face while working. We work hard but produce so little that our whole development life turns into a hamster wheel at some point. One of the biggest reason of such a common problem is working in waste. Waste is in everywhere, in our source code, in the office, in our processes and even in management. In this session, I will talk about the wastes and how we can remove to make our development life leaner.
The Effects of Team Backlog Dependencies on Agile Multiteam Systems: A Graph ...Tobias Schimmer
Presentation from the 48th Annual Hawaii International Conference on System Sciences (HICSS 2015) - one of the results of SAP's PhD and research program on design thinking and lean/agile software engineering together with the University of Mannheim, Germany
Large Scale Agile Transformation by Husni RoukbiAgile ME
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
Beyond Agile - Adaptive Organizations for the 21st century by Mike LeberAgile ME
Agile methods have become a de-facto standard in software development. Software is everywhere today - so Agile has been a big step for the industry, though not yet achieved by all. However, its still not enough. The business landscape has changed dramatically over the past 10-15 years. Startups have grown into dominant businesses. And the digital economy is flooding any business corner across the globe. All of this is fostering exponential growth of new ideas, leading very quickly to exponential change. While the future appears even faster, predicting it has become harder. And the only thing we know: what we need for this are more adaptive businesses, end-to-end Business Agility. In this talk we will explore the adaptive organization for the 21st century.
How to Find Innovate Solutions for Wicked Problems - Entwicklertag 2013Tobias Schimmer
Wo kommen eigentlich die wirklich guten Ideen her? Die, die das Leben von Menschen bereichern und erleichtern? Ideen, die die Welt auf den Kopf stellen? Ideen, die Menschen zu Millionären gemacht haben?
Viele dieser Ideen umgeben uns tagtäglich und gehören für uns wie selbstverständlich zum Alltag. Und doch sind sie von Menschen gemacht – das heißt, jemand hat entschieden, dass die aus ihnen entstandenen Produkte, Services oder Erlebnisse genau so funktionieren und sich so anfühlen wie sie es tun. Sie sind das Ergebnis von Designprozessen.
Design wird oft als „Dinge schön(er) machen“ missverstanden, dabei geht es um weit mehr als das. Denn Design bedeutet kreative Lösungen für komplexe Probleme zu finden.
Kreative Problemlösungen sind dabei meist kein Zufallsprodukt und nur selten das Ergebnis von „Heureka“-Momenten einzelner Genies. Der klassische Erfinder, den man sich als einsamen Kauz in seinem Labor vorstellt, ist bei näherer Betrachtung doch meist Mitglied einer ganzen Gruppe, deren Mitglieder sich gegenseitig inspirieren. Denken wir an Thomas A. Edison, der mit über 1000 Patenten als verdienter Erfinder in die Geschichte eingegangen ist. Edisons Produktivität war aber kein Zufall, sondern das Ergebnis einer strukturierten Herangehensweise, Probleme gemeinsam mit einer bunten Truppe aus Ingenieuren, Handwerkern und Wissenschaftlern zu lösen.
Innovation ist also sehr wohl planbar und kann bewusst gefördert werden.
Design Thinking ist eine Arbeitsmethode, die verschiedene Werkzeuge verbindet, um Innovation und Ideenfindung zu unterstützen. Egal ob Sie in einem Unternehmen arbeiten, selbstständig sind oder einfach im Privaten Dinge „neu erfinden“ möchten: Design Thinking kann helfen, Problemstellungen strukturiert und mit Spaß zu bearbeiten und zu Lösungsideen zu gelangen, die wir heute noch gar nicht kennen. Echte Innovationen eben.
Ziel dieses Vortrages ist eine Einführung in Design Thinking. Woher kommt die Methode, was sind die Kernelemente, wie kan sie im Unternehmensalltag angewand werden?
Scrum Day 2013 - Co-Innovation and IntrapreneurshipTobias Schimmer
Nach der Umsetzung von “Lean Development” und agilen Praktiken in allen wesentlichen Entwicklungsbereichen steht für die SAP als führendem Unternehmenssoftware-Hersteller nun die Sicherstellung und Förderung von Innovation auf der Agenda. Um dabei verschiedenste Kundenwünsche, technische Machbarkeit und unternehmerische Wirtschaftlichkeit auszubalancieren bedarf es insbesondere Projekte mit schnellen Feedback-Zyklen. Gerade in Co-Innovationsszenarien sowie “Binnenunternehmertum” (Englisch: “Intrapreneurship”) erweist sich die Kombination aus Lean Thinking, agilen Entwicklungspraktiken wie Scrum sowie Design Thinking als erfolgreich. Der Vortrag erläutert dies anhand aktueller Beispiele aus der Unternehmenspraxis und gibt Handlungsempfehlungen im Sinne von bewährten Praktiken.
Here is a presentation that I recently presented for an SAP Users Group. It provides a good overview of the concepts of Lean and Agile and the considerations for introducing Lean and Agile into an SAP or ERP project.
PUSH VS. PULL. LET'S BE REAL. If you want to build a successful brand, you should stop pushing and start pulling. People don't want to be pushed, they want to be pulled.
Just In Time and Lean Operation Chapter PresentationSINGHZEE
This presentation encompasses all the topics under "JIT AND LEAN OPERATIONS". It is largely based on the textbook by Jay Heizer and Barry Render 9th Edition
PLEASE HIT LIKE IF IT'S HELPFUL! :D
Games are a great way to accelerate learning and introduce fun into the workplace. This presentation was used to introduce a meetup focused on learning and playing Agile and Lean games.
"What If" Analysis: How to Develop Corporate Muscle Memory with IBPSteelwedge
Steelwedge Agility Webinar Series
Presenter: Oliver Wight Principal, Eric Deutsch
Great performing companies, like great performing athletes, practice regularly for optimizing “business as usual.” For planning, 90% of businesses today employ Sales and Operations Planning process to try to keep their businesses conditioned. Yet, as recent research from Supply Chain Insights underscores: few do it well. There is a 60 point spread between agile aspirations and actual performance. Only 27% of companies think they are agile enough to capitalize in a volatile environment and see around the blind spots of uncertainty.
A difference-maker? Integrated Business Planning and “What If” Scenario Modeling. In this live webinar, Eric Deutsch, principal with Oliver Wight consulting, and EJ Tavella, VP of Strategic Sales and Solutions, will explore how businesses can:
• develop more agile IBP plans based on a foundation of well-managed assumptions;
• develop “muscle memory” with longer-range contingency plans as well as ad-hoc near-term “What If” scenarios drills;
• visualize where to focus their continuous improvement efforts to shorten the time to respond; and
• leverage technology to optimize real-time results.
SAP's Road to Innovation - Design Thinking and Lean Develompent in PracticeTobias Schimmer
SAP as standard software vendor for large corporations started a long journey five years ago: lean management and agile software development were supposed to make the development organization faster and deliveries more predictable. In addition the SAP needed a way to innovate more reliably. The session highlights the major insights gained on this journey so far and provides some background on the methods and approach applied in practice.
A talk by Alan Shalloway at the European Lean IT Summit 2012. This talk provides 2 essential meta-patterns of Lean: focus on value and eliminating delays. These can be used to guide the creation of an effective and efficient workflow. It presents four case studies, each building on the concepts of the other, to provide actionable advice for your own implementations.
More Lean IT presentations and videos on www.lean-it-summit.com
Last week I gave the closing keynote in the Agile Dev Practices Conference that took place in Potsdam, Germany.
SAP has been on the way to implement LEAN/Agile for a few years now and it has been a deep change in the organization, affecting e.g. the setup of teams (small cross-functional teams) , the way they work (scrum) and the roles and responsibilities.
In this keynote I have:
Explained why SAP introduced Agile, what does Agile mean for us and then.
How we implemented it:
* Organizational changes (scrum teams with new roles – PO; no more Q-Teams)
* Introducing engineering practices by providing advanced trainings, e.g. for quality engineers, for developers, for teams, and show some key elements of those trainings and workshops.
** Customer focus – Design Thinking
** At the end I showed first where we are today and presented some results and learnings.
Agile Marketing for SEO - SMX West 2013 - Dave Lloyd, AdobeDave Lloyd
Slides from SMX West presentation. Covers in-house SEO, project management, Agile methodology, maturity model for Agile adoption, and how to execute on Agile internally. Follow me at @davelloyd1
Understanding new Rapid Deployment Solutions. 150+ applications taht help solve business problems in weeks not years. Written from a basic user viewpoint.what
Update: SAP's Road to Customer-Centered Product InnovationTobias Schimmer
The latest thougths on how even large software companies can achieve "customer-centered product innvoation" with Design Thinking, Customer Co-Innovation, Business Model Design and Business Model Innovation as well as Agile Software Engineering practices (KONAKTIVA conference, TU Darmstadt, Germany, December 2014)
Lean SAP Delivery - introducing the conceptMendel Koerts
Lean SAP Delivery is about applying the principles of production logistics onto the operating model for IT. Agile development, optimising bottlenecks, and prioritization based on business value will lead to significant time-to-market reduction for SAP projects, changes, as well as fixes, against lower cost.
We usually think of agility for software development — agility allows a small team to produce valuable software.
However, this is not the only place for agility. In this talk Dan discusses the «layering» of agility in a software- focused organization.
This layering starts at the bottom, with Agile Software Development (the writing of quality code), and ends at the top, with Agile Portfolio Management (the management of Projects, Programs, and Products for the good of the Organization).
In this (non-technical, yet entertaining) talk Dan develops a big picture showing how all the pieces fit together in a logical model.
Engineering Your Supply Chain for Exponential GrowthIntrigo Systems
Larry Sladewski, Senior Director of Materials at NVIDIA and Intrigo, will give you an update on NVIDIA's supply chain initiative. This presentation will focus on critical operations and the need to dynamically reallocate build plans, WIP, and inventory across the supply chain. [Presented at the 2012 SAP Summit on Suppy Chain Management in Palo Alto, CA]
Similar to Scrum Day 2012 Keynote: Combining Design and Development (20)
How Business Model Innovation intertwines with Design Thinking and Agile Deve...Tobias Schimmer
In 2009, SAP decided to implement Lean and Agile Software Engineering practices within its global development organization. Lean management and agile practices like Scrum helped SAP to become more efficient and predictable in delivering its software. However, Scrum starts with a product vision – where does that come from? Design Thinking helped, but did not yet solve the “Innovator’s Dilemma” which almost any big company faces after many years of success. Hence, we had to explore new ways and approaches to come up with innovative product ideas and business models for the ever faster changing and evolving enterprise software market. Combining Agile and DT with Business Model Innovation (BMI) practices and providing adequate project coaches finally did the trick for SAP: while lean thinking and agile project management improved many feasibility aspects, BMI practices tackle commercial success and viability, especially in the new cloud-based environment...
Design Thinking and Business Model Innovation at SAP - From Efficiency to Inn...Tobias Schimmer
How Design Thinking and Business Model Innovation approaches changed the way new business models around new products and services are designed, tested and implemented at SAP including the roots in the company's DNA, Lean and Agile.
After going through several rounds of transition, e.g. lean management and agile engineering, design thinking and business model innovation, customer-centered innovation is the gist of it: be it feasibility and efficiency, desirability on the end user side or economic viability, SAP's development cycles revolves around our customers. The talk also outlines different innovation strategies and examples.
Customer-Centered Product and Service Innovation at SAPTobias Schimmer
SAP has recently developed an approach called “Customer-Centered Product Innovation”, which it piloted over several phases starting in 2009. These phases included lean and agile software development, design thinking as well as business model development and innovation (BMDI) and various customer co-innovation frameworks. In doing so, many good practices from “Lean Startup” needed to be adapted to work within SAP – including co-innovation frameworks for “minimal viable product tests”. Leveraging that approach, many innovative solutions and service offerings have been created together with customers – for instance SAP’s new Innovation Management solution and related services.
2014 SAP TechEd Students Briefing on Design Thinking and Customer-Centered Pr...Tobias Schimmer
A brief overview of how Design Thinking (DT) is an integral part of "Customer-Centered Product Innovation", an approach that besides DT comprises Customer Co-Innovation, Business Model Innnovation and Agile Software Engineering.
Building Right Things Right - "Design Thinking" and Agile Development as Key ...Tobias Schimmer
German abstract (slides in English): SAP, Softwareanbieter für große und mittelständische Unternehmen, begann vor fünf Jahren mit großen Veränderungen bezüglich der Arbeitsweise und der Organisation von Entwicklungsteams. Lean Management und agile Softwareentwicklung mit Scrum sollten die Entwicklungsorganisation schneller machen und verlässlichere Auslieferungen ermöglichen. Zudem muss SAP, wie viele andere Unternehmen in und außerhalb der Softwareindustrie, auch verlässlich Innovationen an den Markt bringen und sich in immer kürzer werdenden Zyklen immer wieder neu erfinden. „Design Thinking“ und angrenzende Ansätze wie Business Model Generation und Lean Startup erwiesen sich hierbei als sinnvolle und effektive Ergänzung zu Lean und Scrum. Unser Vortrag bietet Einblicke in den Projektalltag heute und zeigt Erkenntnisse auf dem Weg dorthin auf. Die Sprecher gehen auch auf Probleme, Fallstricke und Anpassungen bei der Anwendung der genannten Methoden in der Unternehmenspraxis mit ca. 20.000 Entwicklern weltweit ein.
Design Thinking and Agile Development in a Nutshell at Cebit 2014Tobias Schimmer
A few slides I created to enable 100+ international students in Hannover, Germany, to develop their ideas from a Design Thinking iteration as software prototypes on SAP technology.
Vom Endanwender zur Innovation - Design Thinking in der Software-IndustrieTobias Schimmer
Für die SAP AG als Europas größtem Software-Hersteller steht in den vergangenen Jahren vermehrt die zuverlässige Lieferung von Innovationen auf der Agenda. Um in der Software-Industrie Kundenwünsche, technische Machbarkeit und Wirtschaftlichkeit auszubalancieren, bedarf es schneller Feedback-Zyklen. “Design Thinking” liefert hierfür einen Ansatz, der Entwicklungsteams und andere notwendige Rollen direkt involviert. Wie dies in der Praxis genau aussieht, erläutert der Vortrag anhand von realen Projektbeispielen.
Agile Software Engineering and Design Thinking: Efficiency and Innovation in ...Tobias Schimmer
Presentation shown at the 2012 Institute for Enterprise Systems Symposium in Mannheim, Germany: http://www.institute-for-enterprise-systems.de/ines-symposium-2012.html