Two stories of self-designing feature teams and learnings from that experience. The autonomy of teams to form and re-form themselves to build teams, that manage themselves to deliver value to customers frequently can be a real boost of motivation and performance.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Agile Product Management: Getting from Backlog to ValueLeadingAgile
What does it take to create a backlog, build software, release features, and finally deliver value to your customers? From estimation to prioritization, to understanding an end-state vision of an organization, this deck helps you understand the value you're delivering to your users. Learn more about the principles of Agile Product Management in this slide deck from LeadingAgile, Senior Vice President and Executive Consultant, Adam Asch.
modern approaches share a focus on producing exceptional outcomes and growing an outstanding culture. Today, it makes far more sense to bypass antiquated agility in favor of modern approaches.
Modern agile methods are defined by four guiding principles:
- Make people awesome
- Make safety a prerequisite
- Experiment & learn rapidly
- Deliver value continuously
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Agile Product Management: Getting from Backlog to ValueLeadingAgile
What does it take to create a backlog, build software, release features, and finally deliver value to your customers? From estimation to prioritization, to understanding an end-state vision of an organization, this deck helps you understand the value you're delivering to your users. Learn more about the principles of Agile Product Management in this slide deck from LeadingAgile, Senior Vice President and Executive Consultant, Adam Asch.
modern approaches share a focus on producing exceptional outcomes and growing an outstanding culture. Today, it makes far more sense to bypass antiquated agility in favor of modern approaches.
Modern agile methods are defined by four guiding principles:
- Make people awesome
- Make safety a prerequisite
- Experiment & learn rapidly
- Deliver value continuously
Leading a large-scale agile transformation isn’t about adopting a new set of attitudes, processes, and behaviors at the team level… it’s about helping your company deliver faster to market, and developing the ability to respond to a rapidly-changing competitive landscape. First and foremost, it’s about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change. Join @Mike Cottmeyer live from #Agile2017 during this workshop.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Enterprise Agile Coaching - Professional Agile Coaching #3Cprime
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
This Toolkit was created after 1,100+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. It is considered the world's best & most comprehensive Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Project Management Capability of your organization & excel as a Project Manager. Powerpoint and Excel version Downloadable at www.slidebooks.com
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
Analysis In Agile: It's More than Just User StoriesKent McDonald
A common question asked by teams adopting agile is "what does business analysis look like in agile?" The common answer is "writing user stories".
WRONG!
Okay, maybe not wrong, but certainly not the whole story (pardon the pun). Business analysis in agile is concerned with understanding the problem and possible solutions in order to ensure the team is building the right thing. User stories can be helpful, but are certainly not sufficient for doing that.
In this session, Kent McDonald describes how you can perform just enough business analysis to discover the right things to build. This includes how to really use value to decide what to build first, why process flows, data models, and mockups are still extremely helpful, and why the function of user stories is more important than their form.
Along the way, Kent shares examples from a system replacement project he is working on and suggests ways you can apply these techniques to your own projects.
This Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants after more than 3,000 hours of work. It shares our combined 100+ years of experience advising executive teams around the world. It includes all the Frameworks, Best Practices & Templates required to successfully implement an operating model and organization design initiative, and make your strategy happen.
Agile Transformation at scale is challenging that requires deep understanding and expertise of agility, discipline and hunger to change. In order to guide you for success in your transformation efforts, we created the Agile Transformation Governance Model. The governance model focuses on 5 key areas together with its 19 sub areas and creates high level of visibility for your transformation efforts.
Presentation to OU Agile special interest group 25 January 2017. Agile basics, Agile myths, and stories of breakthroughs and breakdowns in Agile adoption in learning design and course production.
Enterprise Agile Coaching - Professional Agile Coaching #3Cprime
“Agile coach” is a term that is thrown around pretty loosely these days. But what exactly is an agile coach? How do they differ from the more tactical roles, like ScrumMaster? And how do organizations find the agile coaches that are right for them?
In the final session of our “Professional Agile Coaching” series, we’ll examine how organizations can build an Enterprise Agile Coaching strategy. We’ll look at:
• When to use an external versus internal coach
• How to choose a coach with the abilities your team/organization needs
• The differences between team and enterprise agile coaching
• Creating a communication plan with your agile coach
• Developing an internal agile coaching organization
This session will help organizations make the best use of both internal and external coaches in order to ultimately build the deep internal skills and knowledge necessary for a successful agile transformation.
This Toolkit was created after 1,100+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Project Management. It is considered the world's best & most comprehensive Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Project Management Capability of your organization & excel as a Project Manager. Powerpoint and Excel version Downloadable at www.slidebooks.com
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
Analysis In Agile: It's More than Just User StoriesKent McDonald
A common question asked by teams adopting agile is "what does business analysis look like in agile?" The common answer is "writing user stories".
WRONG!
Okay, maybe not wrong, but certainly not the whole story (pardon the pun). Business analysis in agile is concerned with understanding the problem and possible solutions in order to ensure the team is building the right thing. User stories can be helpful, but are certainly not sufficient for doing that.
In this session, Kent McDonald describes how you can perform just enough business analysis to discover the right things to build. This includes how to really use value to decide what to build first, why process flows, data models, and mockups are still extremely helpful, and why the function of user stories is more important than their form.
Along the way, Kent shares examples from a system replacement project he is working on and suggests ways you can apply these techniques to your own projects.
Design Thinking & Agile Innovation Workshop combining elements from Design Thinking, Customer Development, Christensen's Jobs to be Done, Osterwalder's Value Proposition Canvas, Javelin Experiment Board, Lean Startup and Paper Prototyping.
How to scale product development when you no longer fit in one roomMatthias Luebken
When growing a startup product development you encounter major challenges: How do you scale your product development teams? How do you keep as fast and responsive as you used to be? And how do you leverage the existing knowledge? In this talk I’ll show a couple of practices and rituals based around a Kanban board which captured our whole product development efforts with about 30 participants. I’ll show the design of the Kanban board, the policies and meetings around it and the personal duties ranging from a developer to a product manager up to the CEO. I will also compare it to other approaches from the community and what our lessons learned are.
Slides from the talk at the Jax: https://jax.de/2015/sessions/how-do-product-development-when-you-no-longer-fit-one-room
AXA France accélère sa mutation digitale (conférence de presse 12/11/14)AXA en France
Pour accompagner ses clients de plus ou plus connectés, AXA France accélère sa transformation digitale autour de 3 axes majeurs : l'expérience client, l'affirmation du modèle de distribution multi-accès et l'accélération sur le mobile.
"Notre stratégie digitale est celle d'un modèle hybride associant les technologies numériques à la force de nos réseaux physiques pour faire d'AXA France un assureur multi-accès. Nous accélérons ce changement en profondeur qui touche l'ensemble de notre organisation, des équipes, à nos codes de communication en passant par la relation client ou l'informatique, mais cela se fait sans choc. Nous vivons une évolution et non une révolution" déclare Nicolas Moreau Président Directeur Général d'AXA France.
La conférence de presse s'est déroulé le 12/12/14 au NUMA à Paris.
This is the talk I am doing at the 2010 SQE Better Software/Agile Development Practices Conference in Vegas this week. Not much new, but this is a combination of several ideas from many of my existing presentations.
Reussir sa transformation vers un modele IT agile et ouvert - LivretAXA en France
"Ma conviction, en tant que DSI d’AXA France, est que l’informatique est un levier clé de la transformation digitale de l’entreprise.Notre challenge, avec mes équipes, est d’insuffler une culture d’innovation, de créer de l’agilité, tout en préservant la cohérence et la performance de notre Système d’Information complexe. La réussite passe par une démarche globale. Ce document décrit comment AXA France s’est engagée dans la transformation de son informatique en abordant l’ensemble des facteurs clés" Marc Blottière, Directeur des Systèmes d’Information AXA France
Through this experience you will take away some of the basic principles of Design Thinking and Lean Startup giving you the tools to start to adapt them into your personal and professional routines.
Agile is a software development methodology in which the development is carried out iteratively and the requirements evolve through continuous inspection and adaptation. Some of the most commonly used agile software development methods/frameworks are: Adaptive Software Development (ASD), Extreme Programming (XP), Scrum and Kanban.
"How Scrum Motivates People" by Rudy Rahadian (XL Axiata)Tech in Asia ID
Rudy is graduated from non-IT/ non-Computer Science degree but start his debut as a Junior Web Designer at his own almamater, Brawijaya University - Malang with two silver bullet, Front Page and Photoshop Skill :) .
Ever work for various company scale, from startup to enterprise, even freelancing. Now, working as an Agent of Happyness (read: Scrum Master) in XL Axiata. He is very excited to have awesome team, both business and developer team, together build better software development environment, in Agile way. And the team looks so happy to nurture their 'baby scrum' now.
Also, he is actively going to Agile and Scrum event, meetup, congress, lean coffee, and also organize some scrum event in Jakarta. Means, still learn!
***
This slide was shared at Tech in Asia Product Development Conference 2017 (PDC'17) on 9-10 August 2017.
Get more insightful updates from TIA by subscribing techin.asia/updateselalu
Who are the certified scrum masters?
An expert recognized by the Scrum Alliance as a Scrum practitioner with the capacity to effectively lead project teams is referred to as a "Certified Scrum Master".
A Scrum Master is a servant leader who helps the team use the Scrum methodology; they are not a project manager or leader.
EHS Conducted SCRUM Overview Session for a Corporate Company in Lahore covering Basics i.e. What is Agile & Scrum, Why to use Scrum, Benefits, Values, Artifacts, Events, Scrum Teams & Roles...
Beyond the Scrum: Implementing Lean Software Practices in Your OrganizationThoughtWorks Studios
This was a presentation made at the Better Software Conference in June 2009 at Las Vegas. This presentation talks about how you can maximize your team’s throughput, reduce cycle time in your release management process and improve product quality.
What is scaling and how can it help to improve your organisation? What is the right mix of scaling principles and practices for your culture and teams? I will compare some agile approaches on scaling like Scaled Agile Framework aka SAFe, Large Scale Scrum (LeSS) both based on principles of Lean Product Development and Scaling Agile @ Spotify.
Large Scale Scrum (LeSS) als Organisations-Design-FrameworkJosef Scherer
Kurzvortrag auf der OOP 2014 zum Thema Skalierte Agilität:
http://www.oop-konferenz.de/nc/oop2014/konferenz/konferenzprogramm/conference-detail/skalierte-agilitaet.html
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
1. KEGON AG 2014 1
Self-designing Feature Teams
Agile Lean Europe (ALE)
Krokow, 21.08.2014
Josef.Scherer@KEGON.de
2. KEGON AG 2014 2
Agile Management Consultant
Solution Focused Coach
25 years of experience in software development
7 years of experience with Large Scale Scrum
3 Enterprise Agile Transitions (bwin, ADAG, Telekom P&I)
Scaled Agile Framework (SAFe) Program Consultant and Trainer
07.2012-03.2014 Senior Agile Coach @BMW (via Valtech GmbH)
Josef Scherer
3. KEGON AG 2014 3
Training and Consulting for Agile@Enterprise
Leading SAFe consulting company in Germany (5 SPCs, 5 SAs)
Scaled Agile Inc. Partner
Customers using SAFe
KEGON AG
4. What are self-designing teams?
Principles of organizational design in Large Scale Scrum
Stories of self-designing teams @ BAML and BMW
Why do it?
How to do it?
Role of management?
Role of facillitators?
How does it feel like for a team member?
Learnings from these stories
Two Stories about Forming Teams in
Large Scale Scrum
6. Organizational Principles
behind the Agile Manifesto
Customer collaboration over contract negotiation
Business people and developers must work
together daily throughout the project.
Build projects around motivated individuals.
Give them the environment and support they need,
and trust them to get the job done.
The best architectures, requirements, and designs
emerge from self-organizing teams.
At regular intervals, the team reflects on how
to become more effective, then tunes and adjusts
its behavior accordingly.
http://agilemanifesto.org/iso/de/principles.html
8. 4 Levels of Team Autonomy
Self-designing Teams
KEGON AG 2014 8
9. Scaling Scrum starts with understanding and being able to
adopt standard real one-team Scrum with
Direct collaboration between business & development
Customer focused Feature Teams
Self-managing cross-functional Teams
Start a large-scale agile Scrum adoption by ensuring
leadership understands the organizational implications.
Real agile development with Scrum implies a deep change
to become an agile organization; it is not a practice,
it is an organizational design framework.
Large Scale Scrum as
Organizational Design Framework
http://www.crosstalkonline.org/storage/issue-archives/2013/201305/201305-larman.pdf
12. Self-managing, cross-functional Teams
R&D Departments Cross-functional Teams
Lead
Designer
Designer
Designer
Lead
Arch.
Architekt
Architekt
Lead
Dev
Developer
Developer
Developer
Developer
Developer
Developer
Test
Lead
Tester
Tester
Tester
13. Craig Larman, Ahmad Fahmy
Self-designing Teams @ BAML
KEGON AG 2014 13
http://www.scrumalliance.org/community/articles/2013/2013-april/how-to-form-teams-in-large-scale-scrum-a-story-of
14. Traditional program @BAML Bank of America‘s Merrill Lynch
42 people, 35 „team“ members
Business-analysis group
3 component groups, „private“ code ownership
Test group
7 week integration testing and release phase
Background
15. increase customer value,
reduce waste and lead time
by forming „real“ Scrum Feature Teams
co-located, self-designing Teams
cross-functional, cross-component teams to reduce handoffs
and dependencies
team size ~7 team members (excluding PO & SM)
able to deliver any item from the backlog and
deliver completely „done“ end-to-end functionality
Goal
17. Plus-Delta
Plus
process, facilitation, and
timekeeping (11)
creation of well-balanced
team (8)
sense of empowerment
(7)
sense of team spirit (3)
Delta
Inadequate room choice
(6)
More facilitation required
to break deadlocks (5)
Pressure to join a team
you're not happy with (3)
More information ahead
of the meeting (3)
Reluctance of team
members to move out of
the initial teams (3)
20. Backlog items cannot be pulled by all teams due to know
how constraints ->
Redesign teams s.t. any team can pull any item
Routine work led to decreased motivation ->
drive up motivation through increased autonomy and
purpose
Social conflicts between team members ->
let teams reform themselves
„Selfish“ teams instead of „one team“ spirit
Reduce number of „cross cutting“ teams and include
members in feature teams.
Challenges, Goals
21. About 80 participants
including management
Management explained
project vision and workhop
target and left.
Management came back at
the end for the team
presentations and closing.
Workshop Schedule
24. 1st Iteration
4 new teams formed except one
team x which remained almost
unchanged
2nd Iteration
Some members left team x but
other teams tried to keep their
members.
Team x was incomplete and the
process stagnated.
3rd Iteration
After the break someone
voluntered to join team x.
Iterations
25. Choose Team Names, Rooms, SMs …
Self-Designing Teams @BMWKEGON AG 2014 25
26. The opening practices helped to warm up and get used to
move around the room.
Stagnation at iteration 2 seems normal. Have a break and
trust the people to get the job done.
One facilitator for each team helps to speed up inspection &
adaption of team composition.
A lot of positive energy from the workshop.
Increased trust of management in teams ability to self-
organize.
Know how bottlenecks don‘t disappear, if you don‘t invest in
mentoring, coaching, pairing etc.
Social conflicts might recur and must be addressed.
Key Learnings
27. KEGON AG 2014 27
Train all participants in Large Scale Scrum (LeSS) and let
them figure out, how to form feature teams in 2 hours.
Vote Scrum Masters and let them facilitate the team
forming event (EduScrum)
Let Product Owners pitch their product vision and ask them,
what skills they need to develop the product (Lean Startup)
Have people with different work preferences and sufficient
linking skills in the same team (Team Management System)
What would work for your organization and environment?
Some Alternative Approaches