2017 03-08 laps - re-vers-ify

by Gunther VerheyenScrum. Connector, writer, speaker, humanizer.

re.vers.ifyre.imagining your

organisation

LAPS - Large Agile Practitioner Summit

8 March 2017Munich, Germany

2Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee

Are you using Scrum? 1’

YESNoYes, but

“The future state of Scrum will no longer be called ‘Scrum’. What we now call Scrum will have become the norm, and

organizations have re-invented themselves around it.”

Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013

https://guntherverheyen.com/2016/11/14/a-simple-framework-for-complex-product-delivery-in-100-pages/


Do you remember WHY your organisation started with Scrum?

Starting with why 1’


„ agile (adjective) /ˈæʤəl/

Quick and well-coordinated in movement;Nimble, able to act quickly yet gracefully;Lively, able to think and understand quickly.

Agile, what’s in a name


• Agility is an organizational state of constant flux, evolution, innovation, improvement and re-invention.

• Agility reflects an enterprise’s capability to continuously adapt, to explore and change direction, to take advantage of opportunities; to be quick and nimble.

Agility is why most organisations want Scrum

React Explore (options) Lead

(Gunther Verheyen, Agility, actually, 2016)

https://guntherverheyen.com/2016/12/05/agility-actually/


Agility through Scrum

The Customer’s Experience


In order to transform should we scale, or should we un-grow first?

What is needed to overcome the growth trap? 1’


A brief history of organisational design (the growth trap)

SkillsLeadership

GovernanceSkills

Leadership

Functions

Business IT

Management


The result? The “Big Bang” syndrome.

THE MEDUSA EFFECT

Do NOT touch that!


What’s your organisation’s plan to survive the future? 2’

Big Fat Emperor

A 1000 Paper Cuts

Some Emperor’s Breakfast

The Snake Within

We used to be organised for results.

We then re-organised for functions.

There is a way forward.


An act of• Simplicity• Rhythm• Focus

For companies wanting to:• Converge all things ‘Agile’• Uplift their Scrum• Emerge, grow, and un-grow

structures• Innovate (again)

What if you would act for the positive?

re.vers.ifyre.imagining your organisation

(by growing a Scrum Studio)


„ reversify (verb) /(ˈ)rē+ˈvər-sə-ˌfī/

To formulate anew in verseTo turn (a text) into verse againTo rework (a piece of verse) into a different form

To re.vers.ify is a verb


Product=

one software system,

service or application

Common challenges with Scrum

ProductOwner

1

23

4


• Select a meaningful initiative (project/product/service)

• For the selected initiative:– Product Backlog is your plan– Reset your accountabilities:

• Product Owner• Scrum Master• Development Team(s)

– Facilitate with tools, infrastructure and a (team) space

• Create release candidates every 1-4 weeks– Through a controlled and automated deployment pipeline.

Re.imagine your Scrum


Product=

a software system,

service or application

Grow (1): add products

1.Products


Product=

A consumer product or

service

Grow (2): expand ‘product’

1.Products

2. Disciplines


1. Product Management and product delivery are organized separately but connected through the Product Owner.

Delivering Products with Scrum

Product

Sales

Marketing

Delivery

Strategy

Financials

…

Scrum

Owner


2. Product Management and product delivery are integrated in a Product hub. Product Owner is the product CEO.

Re.imagining Scrum

Product

Sales

Marketing

Delivery

Strategy

Financials

…

Owner

Scrum


Product Owners

synchronize priorities.

Investment decisions are

taken empirically.

Aligning ProductsVa

lue

/ Bud

get

Deliv

ered

/ Fo

reca

sted


Think nervous system

Product Hubs

(distribution of)

Leadership

Purpose


Predictive Management

• Long-term detailed plans• Assign and control work• Maximize capacity• Keep all on schedule• Meeting and report driven• Step in to fix all problems• Provide external motivators

($, career)

• Purpose, goals, vision• Foster the environment• Remove Impediments• Attend Sprint Reviews• Share incremental feedback• Manage for value• Autonomy, mastery,

purpose

A shift will happen

Empirical Management

Change comes in Increments. Agility…

• can’t be planned• can’t be dictated• has no end-state• can’t be copied

Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013

https://guntherverheyen.com/2016/11/14/a-simple-framework-for-complex-product-delivery-in-100-pages/


About

Gunther VerheyenIndependent Scrum Caretaker• eXtreme Programming and Scrum since 2003• Professional Scrum Trainer• Shepherded Professional Scrum at Scrum.org• Co-created Agility Path, Nexus and Scaled

Professional Scrum framework at Scrum.org• Author of “Scrum – A Pocket Guide” (“Scrum

Wegwijzer”, “Scrum Taschenbuch”)Mail [email protected]

Twitter @UllizeeBlog http://guntherverheyen.com

mailto:[email protected]

http://twitter.com/

http://guntherverheyen.com/