Statoil is transforming its IT delivery model to an agile approach to better tackle volatility in the energy sector. It has established an agile transformation team to help 700 IT employees in 55 projects adopt agile practices through training, workshops, and continuous monitoring. The new framework prioritizes continuous delivery of high-value features through self-managed cross-functional teams and product owners. This represents a cultural shift from single projects to optimized flow.
Bjarte Bogsnes, Vice President Performance Management Development at Statoil ...Global Business Events
Bjarte Bogsnes, Vice President Performance Management Development at Statoil - Beyond Budgeting - A management model for new business and people realities; the Statoil implementation journey spoke at the CFO Event UK 2013
Beyond Budgeting offers a proven and coherent alternative to serious problem in management today. The main purpose is not to get rid of budgets, but to take reality seriously, both the world around us and people in the organisation. The three different (and often conflicting) budget purposes of target setting, forecasting and resource allocation are not abolished, but separated and improved in ways not possible when all three are crammed into one annual set of budget numbers.
2. ICV Kongres controllera, Bjarte Bogsnes, Vice President Performance Manage...Menadžment Centar Beograd
Bjarte je glavni controller norveške naftne kompanije STATOIL, koja je 30 puta veća od NIS a.d. Bjarte je pričao o konceptu Beyond Budgeting. Koncept Beyond Budgeting podrazumeva da kompanija nema proces budžetiranja. To znači da oni nemaju fiksne planove i da ne postoji proces izrade budžeta koji obično počinje u septembru i završava se u decembru
Bjarte Bogsnes, Vice President Performance Management Development at Statoil ...Global Business Events
Bjarte Bogsnes, Vice President Performance Management Development at Statoil - Beyond Budgeting - A management model for new business and people realities; the Statoil implementation journey spoke at the CFO Event UK 2013
Beyond Budgeting offers a proven and coherent alternative to serious problem in management today. The main purpose is not to get rid of budgets, but to take reality seriously, both the world around us and people in the organisation. The three different (and often conflicting) budget purposes of target setting, forecasting and resource allocation are not abolished, but separated and improved in ways not possible when all three are crammed into one annual set of budget numbers.
2. ICV Kongres controllera, Bjarte Bogsnes, Vice President Performance Manage...Menadžment Centar Beograd
Bjarte je glavni controller norveške naftne kompanije STATOIL, koja je 30 puta veća od NIS a.d. Bjarte je pričao o konceptu Beyond Budgeting. Koncept Beyond Budgeting podrazumeva da kompanija nema proces budžetiranja. To znači da oni nemaju fiksne planove i da ne postoji proces izrade budžeta koji obično počinje u septembru i završava se u decembru
Enterprise Planning: Integrating the Strategic Plan with the Annual Budget an...Alithya
Edgewater Ranzal presented lessons learned and best practices in producing and integration the strategic plan with the annual budget and forecast process, at the Association for Finance Professionals (AFP) 2013 Annual Conference.
To view recording: https://youtu.be/GP7rtDLAYEg or watch the video at end of the slide
The Balanced Scorecard Institute and partner Informa Middle East invite you to participate in our upcoming complimentary webinar, ‘KPI Best Practices’, which will discuss the relationship between strategy execution and KPIs.
Developing meaningful KPIs to measure strategy execution is both an art and a science, involving a deep understanding of what to measure, how to measure, how to analyze performance information, how to report and clearly inform others regarding desired results and performance, and how to use the information to make better decisions.
This webinar introduces one of the main topics at our upcoming Saudi KPI for Business Strategy & Transformation workshop.
Join the Balanced Scorecard Institute's Howard Rohm, Co-Founder and President, and Suzy Nisbet, Senior Associate and Consultant, as they discuss developing strategic, operational, project, and organizational capacity KPIs, aligning KPIs to strategy, measuring intangible goals, streamlining measurement and reporting processes, and creating derivative KPIs for employees at all organizational levels.
Sharing best KPI practices from their worldwide client experience, this 40-minute webinar (followed by a 20-minute Q&A session) will provide the knowledge and insight to better understand the relationship between strategy and KPI's.
Webinar participants will learn how to:
• Improve managers' and employees' perception of the value and importance of measuring performance
• Lift the skill level of managers and employees in selecting meaningful measures and using those measures to make better informed decisions
• Use KPIs to build individual and collective accountability for results
When Agile teams begin to deliver products incrementally, new opportunities open up at the portfolio level, delivering strategic business value. However, the traditional approach to portfolio management — which depends upon long-range forecasting and fixed financial controls — breaks down as business environments grow more complex, leaving portfolio managers ill-equipped to reap the potential benefits of their Agile programs.
In this interactive session at Agile2014, SolutionsIQ Managing Director John Rudd introduced tools that help portfolio managers not only survive but thrive under conditions of high business uncertainty. Participants took part in facilitated team-based exercises which helped them gain an understanding of common financial language, real options analysis, the dynamic business case, and how to use risk profiles to determine which financial controls best fit different classes of investments.
Next-generation integrated business planning: The Deloitte Perspective | AnaplanAnaplan
How can smart planning help your business become more agile and connected? What business activities can benefit from an integrated, real-time planning approach?
In this informative webinar, Bart Hughes from Deloitte will share perspectives on what business planning activites to integrate and when to do so on the journey to integrated business planning (IBP). You’ll gain perspective from Deloitte planning process experts across Finance, Sales, HR, and Supply Chain on how next-generation IBP can benefit your business and the steps you can take to get there.
https://www.anaplan.com/webinars/next-generation-integrated-business/
Information Governance (IG) is truly a strategic initiative of any organization. As such, the connection to organizational strategy must be made concretely. The starting point for any IG initiative must be the organization’s corporate mandate, policies and strategic directives, mission and goals. The resulting tactical elements must be aligned with the organizational plans, objectives, and the operational targets of management.
Many organisations struggle to react fast when the world changes, as they often rely on top-down processes and long term strategy plans. Organisations need to reimagine how they do strategy if they want to keep up in times of uncertainty and be fit for the future.
Building an agile strategy calls for more than organisational refinements, procedural adjustments and new tools. Challenging the status quo and igniting a discussion about new ways of strategising is the way forward.
Strategic Innovation - Tools and TechniquesCorporater
Learn how to execute strategic innovation in an organization using the available tools and techniques including the balanced scorecard.
You will see:
- > How strategic innovation can be addressed within the balanced scorecard methodology
- > How it can be executed with an integrated strategic planning and performance management system
To read the first part of this two-part series on "strategic innovation", please click here - http://bit.ly/2K4J63b
Acknowledgment:
Originally written by Dan Montgomery and Gail Stout Perry for the Whitepaper titled "STRATEGIC INNOVATION" published by Corporater. Read the exclusive whitepaper here - http://bit.ly/2JN94ra
Enterprise Planning: Integrating the Strategic Plan with the Annual Budget an...Alithya
Edgewater Ranzal presented lessons learned and best practices in producing and integration the strategic plan with the annual budget and forecast process, at the Association for Finance Professionals (AFP) 2013 Annual Conference.
To view recording: https://youtu.be/GP7rtDLAYEg or watch the video at end of the slide
The Balanced Scorecard Institute and partner Informa Middle East invite you to participate in our upcoming complimentary webinar, ‘KPI Best Practices’, which will discuss the relationship between strategy execution and KPIs.
Developing meaningful KPIs to measure strategy execution is both an art and a science, involving a deep understanding of what to measure, how to measure, how to analyze performance information, how to report and clearly inform others regarding desired results and performance, and how to use the information to make better decisions.
This webinar introduces one of the main topics at our upcoming Saudi KPI for Business Strategy & Transformation workshop.
Join the Balanced Scorecard Institute's Howard Rohm, Co-Founder and President, and Suzy Nisbet, Senior Associate and Consultant, as they discuss developing strategic, operational, project, and organizational capacity KPIs, aligning KPIs to strategy, measuring intangible goals, streamlining measurement and reporting processes, and creating derivative KPIs for employees at all organizational levels.
Sharing best KPI practices from their worldwide client experience, this 40-minute webinar (followed by a 20-minute Q&A session) will provide the knowledge and insight to better understand the relationship between strategy and KPI's.
Webinar participants will learn how to:
• Improve managers' and employees' perception of the value and importance of measuring performance
• Lift the skill level of managers and employees in selecting meaningful measures and using those measures to make better informed decisions
• Use KPIs to build individual and collective accountability for results
When Agile teams begin to deliver products incrementally, new opportunities open up at the portfolio level, delivering strategic business value. However, the traditional approach to portfolio management — which depends upon long-range forecasting and fixed financial controls — breaks down as business environments grow more complex, leaving portfolio managers ill-equipped to reap the potential benefits of their Agile programs.
In this interactive session at Agile2014, SolutionsIQ Managing Director John Rudd introduced tools that help portfolio managers not only survive but thrive under conditions of high business uncertainty. Participants took part in facilitated team-based exercises which helped them gain an understanding of common financial language, real options analysis, the dynamic business case, and how to use risk profiles to determine which financial controls best fit different classes of investments.
Next-generation integrated business planning: The Deloitte Perspective | AnaplanAnaplan
How can smart planning help your business become more agile and connected? What business activities can benefit from an integrated, real-time planning approach?
In this informative webinar, Bart Hughes from Deloitte will share perspectives on what business planning activites to integrate and when to do so on the journey to integrated business planning (IBP). You’ll gain perspective from Deloitte planning process experts across Finance, Sales, HR, and Supply Chain on how next-generation IBP can benefit your business and the steps you can take to get there.
https://www.anaplan.com/webinars/next-generation-integrated-business/
Information Governance (IG) is truly a strategic initiative of any organization. As such, the connection to organizational strategy must be made concretely. The starting point for any IG initiative must be the organization’s corporate mandate, policies and strategic directives, mission and goals. The resulting tactical elements must be aligned with the organizational plans, objectives, and the operational targets of management.
Many organisations struggle to react fast when the world changes, as they often rely on top-down processes and long term strategy plans. Organisations need to reimagine how they do strategy if they want to keep up in times of uncertainty and be fit for the future.
Building an agile strategy calls for more than organisational refinements, procedural adjustments and new tools. Challenging the status quo and igniting a discussion about new ways of strategising is the way forward.
Strategic Innovation - Tools and TechniquesCorporater
Learn how to execute strategic innovation in an organization using the available tools and techniques including the balanced scorecard.
You will see:
- > How strategic innovation can be addressed within the balanced scorecard methodology
- > How it can be executed with an integrated strategic planning and performance management system
To read the first part of this two-part series on "strategic innovation", please click here - http://bit.ly/2K4J63b
Acknowledgment:
Originally written by Dan Montgomery and Gail Stout Perry for the Whitepaper titled "STRATEGIC INNOVATION" published by Corporater. Read the exclusive whitepaper here - http://bit.ly/2JN94ra
Scaling Agile is easily misunderstood. Scaling is the term we often hear used to describe using Agile methods with large enterprises. Larger enterprises often deal with bigger and more complex problems than small ones. They have more employees, subcontracting companies, different business units, more processes and a strong culture that defines how things are done. At the same time, they need to be able to deliver results in an ever-changing business environment. They need to be Agile but the bigger the company, the bigger the challenges are for scaling Agile.
Scaling frameworks available in the market today are maturing quickly and provide a variety of choices. Like the Agile Manifesto, these frameworks are based on principles, and they vary widely in the specificity of the recommended approach.
In this session, we will compare how two scaling frameworks, LeSS and SAFe, address the challenges of agility at scale. We will talk about how these two frameworks align, coordinate, and manage dependencies across multiple teams to maintain consistency and agility at scale.
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.
During the Agile Austria Conference 2017.
Speaker: Wolfgang Richter
This case study reflects on the Scrum journey of an Austrian insurance company. For the audience it illustrates how to apply Large Scale Scrum in a stalled environment which is not used to change quickly. Challenges and incidents typical for adopting the agile mindset in such an environment at larger scale are addressed. It shows, that the journey continues and the difficulties when setting expected dates or milestones for the adoption.
The product owner and the scrum team. Can one person do this at scale?Derek Huether
Presented at IIBA Baltimore on March 11, 2014. The last 10 years of Agile have focused on the team. The next 10 years of Agile will focus on the enterprise. That said, should the Product Owner continue to be a single person or does it need to evolve as well? Let's cover the basics and then see how LeadingAgile has been successful at leveraging the Product Owner role at scale.
Determining Organizational Fit for Transformation SuccessCelonis
When a new technology is introduced into an organization, its adoption changes the internal dynamics of that organization. Even more so if the technology is inherently transformational, like Celonis.
Ensuring that an organization is a fit for Celonis is very different than taking best practices and putting them in place. It means understanding the current context of that organization, establishing a baseline of how Celonis fits in that context and then designing an organizational and operating model for Celonis that is both effective and actionable over the next several years within the specific context of that organization.
In this session, we will see how we determine organizational fit for Celonis, taking into consideration some of the main drivers we have observed from our most successful customers across different organizational setups.
Presenter:
Alessandro Petri, Senior Customer Success Manager, Celonis
Current Trends in Agile - opening keynote for Agile Israel 2014Yuval Yeret
Yuval Yeret, AgileSparks’s CTO will give trends overview session – What is hot, what is not, in the lean agile industry/community – with the aim of exposing people and giving a big picture view that places the different trends as well as sessions in the conference into the right context. We will discuss trends like Scaling Agile (SAFe, Less, DAD), DevOps / Continuous Delivery, Modern Management aspects, Modern Change Management approaches such as Open-Agile-Adoption, What is going on in the world of Kanban, Agile Fluency, Technical Safety / Anzeneering, and maybe more.
http://agileisrael2014.com/current-trends-in-agile/
Your Challenge
Companies are approving more projects than they can deliver. Most organizations say they have too many projects on the go and an unmanageable and ever-growing backlog of things to get to.
While organizations want to achieve a high throughput of approved projects, many are unable or unwilling to allocate an appropriate level of IT resourcing to adequately match the number of approved initiatives.
Portfolio management practices must find a way to accommodate stakeholder needs without sacrificing the portfolio to low-value initiatives that do not align with business goals.
Our Advice
Critical Insight
Failure to align projects with strategic goals and resource capacity are the most common causes of portfolio waste across organizations. Intake, approval, and prioritization represent the best opportunities to ensure this alignment.
More time spent with stakeholders during the ideation phase to help set realistic expectations for stakeholders and enhance visibility into IT’s capacity and processes is key to both project and organizational success.
Too much intake red tape will lead to an underground economy of projects that escape portfolio oversight, while too little intake formality will lead to a wild west of approvals that could overwhelm the PMO. Finding the right balance of intake formality for your organization is the key to establishing a PMO that has the ability to focus on the right things.
Impact and Result
Eliminate off-the-grid initiatives by establishing a centralized intake process that funnels requests into a single channel.
Improve the throughput of projects through the portfolio by incorporating the constraint of resource capacity to cap the amount of project approvals to that which is realistic.
Silence squeaky wheels and overbearing stakeholders by establishing a progressive approval and prioritization process that gives primacy to the highest value requests.
How to use -
Gather your team
Go through the scan and score what you are doing and what not.
Figure out what you want to try next that will improve your capabilities in the relevant direction.
2022-10-25 Smidig Meetup - from Silos to System.pdfSmidigkonferansen
FROM SILOS TO SYSTEM: BUILDING AND MANAGING ORGANIZATIONS AS SYNCHRONISED NETWORKS FOR THE AGE OF COMPLEXITY
Dr. Domenico Lepore will talk about shifting organizations from silos to systems that are fit for the age of complexity.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
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
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
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.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
5. Statoil IT Delivery Framework
2015-01-215 Classification: External
Portfolio
Program
Team
SprintBacklog
Prioritized
Program/
ProductBacklog
ITMasterPlan->
Prioritised
ITPortfolio
Backlog
Business Epics
Business Epics
Architecture
Concepts and
Upgrades
DefineResourceallocationfor
Architecture
Concepts
and Upgrades
Business Epic Owner Business User
IT Delivery
Team Member(s)
IT Investments/Modifications Operations
Bugfix, oper impr,
maintenance, ops
Program
Epic/Feature
Technical/
Architecture
Epic/Feature
User Stories
(Business features/minor
mod/Arch/Operations)
Agile Product
Lifecycle Team
Enterprise IT Arch
Delivery Manager
(IT Line Manager)
Release Planning
Release 4 Release 5 Release 6 Release 7 Release …n
Release
Coordinator
BA Line Mgmt
CIO
Product Owner
Portfolio
Responsible
Program/Product
Area Manager
IT Master Plans/
IT Portfolio
PerSubProcess/
ProductArea
Planning:3–18months
PerProcessArea
(OM,EXP,M&S…)
Planning:0,5–2years
PerITProduct/
Productarea
Planning:2-16weeks
Prioritization
of Portfolio
Backlog
Demand
Capacity
Planning
Portfolio
Vision and
Roadmap
Business
Epic
maturing and
scoping
Business
Value
Realization
IT Architect
Prioritization
of Program
Backlog
Product/
Program Area
Vision and
Roadmap
Functional
Release
Planning
Product Owner Delivery Manager
(IT Line Manager)
Program
Backlog
Refinement
Product
Backlog
Refinement
Technical
Release
Planning
Sprint
Planning
6. 2015-01-216 Classification: Internal
IT Projects and agile deliveries
Projects
•Are planned as part of the IT Master Plan process
•Have a owner in the business (asset owner)
•Projects can span products and organizational borders
•“Clash” between project teams vs “stable delivery
teams” in the line organisations
•Project reviews 1 year after final delivery. Business
Value delivered?
12. Cultural change:
I need my project and time/cost estimates!
Yes I have a fixed scope (is there
really any other way…?).
2015-01-2112 Classification: Internal
What will it cost?”
When is it finished?
Deliver continouous flow of low risk
- high value stuff first, then consider
what else you need…
Based on our capacity we can give you
an rough estimate, but it really
depends on when you have received
sufficient business
value
Critical and high priority
deliveries first,
next you decide what else you need
(based on business value)
13. Cultural change – Agile Leadership:
Resource optimisation vs flow optimisation
2015-01-2113 Classification: Internal
As long as all my
employees are busy
with their tasks I´ve
told the to do – I´m
HAPPY!
Hmm… how can help my
teams increase business
value and deliver features
even faster to our
customers??
“Resource Owner Leadership”
Command and Control
Agile Servant leader
15. IT Governance
Model interface
Team collaboration,
sharing and
motivation
Team transparency
Team Agility and
improvement culture
Team Autonomy
Not wanted Observed behaviour and practices Wanted
- Team is responsible!
- Team have mandate, competence and trust to deliver "start-to-finish“
- Team have required infrastructure privileges to deliver "start-to-finish“
- Dependencies outside the team are continuously managed and minimized
- Minimized handovers (team internal- and external)
- PO defines product vision and owns the product backlog
- PO is empowered and prioritizes backlog (what), team decides how and who
- Team plan and execute work to control technical debt – aligns with PO
- PO has knowledge to prioritize and is aligned with business and IT master plan
projects
- Team and PO collaborates as a team, and PO drives backlog refinement process
- PO’s coordinates across products (other PO’s)
- PO owns a functional release plan
- Team rapidly adapts to changing customer priority
- [Software development] The complete software delivery process is automated
(Continuous Delivery practices)
- Team work in short iterations to enable fast feedback loops with stakeholders
- Structured measurements are used to support improvements
- “Time to market” is measured and used to evaluate improvements
- Experimentation and improvement initiatives are actively supported by Leaders
- Fail early - failures are shared and considered as an opportunity to learn
- Task priorities and status are visualized and shared openly
- Early/frequent deployment to test and production
- Definition Of Done (DoD) is defined and used for all steps for all backlog items
- Frequent communication with PO and end users
- Team openly shares successes and failures
- Team is co-located
- Team members have broad competence in all relevant areas
- Team have shared commitment for all work
- Team members often work in pairs
- Team members are enthusiastic about supporting each other
- Team members are motivated and happy (HIGH score on HappyIndex)
Securit
y
- Insufficient Backlog refinement to clarify dependencies
- Team is depending on competence /infrastructure found in
other units/teams to be able to deliver to end user
- Throughput is often blocked/delayed due to "waiting for
others”
- Team prioritizes user stories on the product backlog
- PO and IT Leader in GBS not aligned to clarify demand VS
capacity
- Dependencies between products/Product Owners not managed
- Product Owner unavailable for team
- PO disconnected from Business (demand)
- Projects use resources/team capacity directly (bypasses PO)
- No structured process for improvement
- Little time available for reflection or improvements
- Short term focus on delivery over capabilities (for long lived
Products)
- Improvement agenda kept internal within the team
- Leader not engaged in continuous improvements
- Too many parallel improvement/change initiatives
- Failures are only considered as negative
- No shared view on status for work in progress
- No defined process for how the team works
- No visual management of tasks and status
- Team does not expose delivery status until “finished”
- Distributed team in different time-zones
- Competence Silos within the team (risk & bottlenecks occur)
- No real common commitment/shared goals
- Team members not sufficiently allocated to team
- Team members work individually to solve tasks
1 2 3 4 5 6
16. Value stream mapping - steps
Value stream
All of actions, both value added and
non-value added that bring a product or service to
the customer.
Value stream map
Serves as a blueprint for lean implementation
1. Identify the value stream or process to focus on
2. Map the current state value stream
3. Identify the “pain areas”
4. Develop the future state value stream
5. Change the current state into future state
Steps to value stream mapping:
17. ”Agile Transformation Team” to fuel change
• Statoil IT Vice President is Product Owner
• Continouous monitoring of progress of agile
transformation – adjusts priorities accordingly
• Training and coacing of teams, scrum masters,
leaders, product owners and IT portfolio
managers
• Facilitating workshops (Team Maturity
Workshops, Value Stream Mapping, etc)
• Success measured by happy teams and happy
customers!
2015-01-2117 Classification: Internal
18. Summary
2015-01-2118 Classification: Internal
• Optimize on flow
• Experiment - change what doesn´t work!
• Embrace change – and don´t under estimate the effort it
takes to change people behaviour
• Be brave – and have fun!
19. Smidig Eierstyring I Statoil
Tor-Ivar Hals
Leader Agile Transformation Team
E-mail address: toriha@statoil.com
www.statoil.com
2015-01-2119 Classification: Internal
Editor's Notes
Innspill:
Definere setup i Statoil – Triangel – det store bildet. Suksess med tydelig forankring.
Fokusere på grensesnittene – være oppmerksomme på de. Ikke late som at alt er greit.
Statoils IT-funksjon er tredelt, og
har fordelt ansvar og myndighet på hhv Corporate IT som ledes av vår CIO – Corporate IT styrer ”overall” IT-spend i selskapet og spiller en veldig viktig funksjon i å ha styring på overordnet kostnadsnivå.
Corporate IT setter også rammer for IT Governance, retningslinjer for våre leveranser osv.
Business Area IT er strategisk plassert i hver forretningsenhet, og har ansvar for å koordinere all IT-aktivitet innenfor forretningsområdet. De skal jobbe tett med forretning og forstå forretningsbehov og utfordre forretning på prioriteringer. GBS IT er intern tjenesteleverandør av all IT.
GBS IT leverer utvilkling, drift og rådgiving av IT på vegne av hele selskapet. GBS er også ansvarlig for håndtering av eksterne leverandører av IT-tjenester.
Her får dere et bilde av det oppsettet som utgjør IT i Statoil.
Figuren viser overordnet modell for IT-styring og IT leveranser i Statoil. Vi deler inn i tre nivåer + IT Arena som utgangspunkt for finansielle rammer.
Porteføljenivå styrer overordnet prioriering av all IT aktivitet innenfor et forretningsområde.
Innenfor området leveres IT på forskjellige måter, både som prosjekter, smidige leveranser gjennom team eller via tredjepartsleverandør.
Vi skiller mellom ulike typer IT-leveranser – både mht finansiell styring og eierstyring.
Prosjekter planlegges og initieres som en del av IT Master Plan-arbeid.
Vi ønsker å redusere gjennomløpshastighet for våre prosjekter ved å kjøre prosjektet I fase.
Analyse og gjennomføringsfase I iterasjoner – hvor prosjektscope deles inn I “chunks” og leveres iterativt via team og product owner-konstellasjonen.
I store prosjektoppgaver ser vi også behov for å håndtere avhengigheter på tvers av team.
I stor grad handler dette om koordinering av prioriterte aktiviteter på tvers av product owners. Her tester vi ut forskjellige praktiske gjennomføringsmetoder, I noen tilfeller håndterer product owners denne koordineringen selv, men ofte ser vi behov for å bruke enten prosjektledere eller cross team koordinatorer for å få til dette på en god måte.
Vi er en stor og kompleks matriseorganisert organisasjon.
Det er en høy grad av kompleksitet i vårt oppsett, både mht organisasjonsstruktur, men også mht ansvarsforhold og hvem beslutter hva.
Levere effektivt i en matriseorganisasjon er krevende.
Prosjektmodeller tradisjonelle utfordres av smidige gjennomføringsmodeller. – leder over i kulturendring
Vi jobber kontinuerlig med forbedring. En av våre viktigste verdier knyttet til IT er å etablere en kultur hvor man på alle ledd i organisasjonen gjør ”Continouous improvement”-øvelser – for å finne bedre og smartere måte å levere/jobbe på. Endring er krevende men nødvendig!
Verdisett uttrykkes på flere måter, gjennom Statoilboken, her er fokus vi har for IT. Vi har overordnet mål om verdiskapning levert raskest mulig for våre kunder.
Team som jobber med endring
Team som jobber med endring
Command and control management vs Servant leadership
Relevant at all