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You will not become agile by implementing scrum
The document discusses the challenges and necessary cultural shifts for organizations attempting to adopt agility, emphasizing that merely implementing Scrum will not suffice. It outlines principles for achieving agility, such as encouraging team autonomy, fostering collaboration over control, and embracing a culture of learning from failure. Key strategies include engaging executives in recognizing challenges and transitioning from traditional management approaches to more adaptive and responsive practices.
You will not become agile by implementing scrum
- 1. You will notbecome agile by implementing scrum
- 2. • Challenge 1. Projects 2.Managers 3. Decisions 4. Culture • Directions
- 3.
- 4. CHALLENGE What do weoften encounter?
- 5. Bureaucratic OS language • Rules •Roles • Plans • Reports
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- 7.
- 8. So they gofor a local implementation © image by Steve Denning Marketing Finance HR Ops
- 9. Management is partof a system that prevents them from achieving the necessary changes (like getting rid of waterfall)
- 10.
- 11. photo by GiuseppeMilophoto by Techcrunch
- 12. • Challenge 1. Projects 2.Managers 3. Decisions 4. Culture • Directions
- 13. Project management +scrum = ? PROJECTS
- 14. WE DON’T JUSTDO SCRUM WE DO WATER -SCRUM -FALL
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- 16. Bob project manager Mr.PMO PID PSA €
- 17. “I urgently need adetailed estimate” “Can’t we just start?”
- 18. “But, you promised…!” “We needanother sprint”
- 19. “All your projects arelate” “I don’t control the resources”
- 20. “We have a greatidea!” “My stakeholders don’t approve”
- 21.
- 22. Everybody knows whythe company exists and what the priorities are @agile_cio principle #1
- 23. Teams have fullautonomy: they decide HOW to achieve a certain goal @agile_cio principle #2
- 24. No projects No deadlines Noapprovals @agile_cio principle #3
- 25. You build it, yourun it No handovers @agile_cio principle #4
- 26. We don’t need aframework @agile_cio principle #5
- 27. • Challenge 1. Projects 2.Managers 3. Decisions 4. Culture • Directions
- 28.
- 29. “I tell peoplewhat to do so I stay in control and I can drive shareholder value”
- 30. “I can’t…” “Please attendthis urgent meeting”
- 31. “This whole scrum thingis very disappointing”
- 32. “Deliver it onthe 1st of December even if you have to work weekends!”
- 33.
- 34. Managers encourage collaboration tosolve problems rather than dictating a solution @agile_cio principle #6
- 35. Managers job: designing anoptimal environment where the work can happen and teams can grow @agile_cio principle #7
- 36. Managers are engineers @agile_cioprinciple #8
- 37. • Challenge 1. Projects 2.Managers 3. Decisions 4. Culture • Directions
- 38. What factors mainlyinfluence decision making in corporates? DECISIONS
- 39. Costs, budgets,ROI & Opinions Decisionmaking is based on
- 40.
- 41. Making money is theresult of product excellence @agile_cio principle #9
- 42. Data-driven instead of HIPPOs @agile_cioprinciple #10
- 43. • Challenge 1. Projects 2.Managers 3. Decisions 4. Culture • Directions
- 44. What is thedifference between corporate and agile culture? CULTURE
- 45. Pathological Bureaucratic Information ishidden Information may be ignored Responsibilities are shirked Responsibility is compartmented Failure is covered up Orgs are just and merciful New ideas are crushed New ideas create problems A typology of organisational cultures (Westrum, 2004) Corporate culture at odds with core agile values
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- 47. Explicit culture statements, based ontrust @agile_cio principle #11
- 48.
- 49. Direct communication instead of throughlayers @agile_cio principle #13
- 50. “People who sayit cannot be done should not interrupt those who are doing it” @agile_cio principle #14
- 51. • Challenge 1. Projects 2.Managers 3. Decisions 4. Culture • Directions
- 52. How to getthere? DIRECTIONS
- 53. Talk to theexecutive who feels the pain 1. acknowledge 2. desireable future 3. willingness 4. ability 5. self-knowledge
- 54.
- 55. © image byMichael Sahota Culture bubble
- 56. Bring the challenge tothe team €
- 57. Let go ofpeople who don’t want to be part of the transition
- 58. Agility is nota gem that can be bought. It’s painful and hard work
- 59. 1. Projects 2. Managers 3.Decisions 4. Culture Be prepared to kill old habits
- 60. How to becomeagile? Plan & predict > sense & respond Command & control > trust and nurture Low empowerement > high autonomy & high alignment
- 61.