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® PLM Europe 2018 – All rights reserved Page 1Fraunhofer IPK Siemens PLMPLM Interest Group
Presentation date: 30 October 2018Room Name: Estrel Hall C2
Presenter: Dr. – Ing. Carsten Burchardt
The Agility Approach
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PLM Europe 2018Berlin
Round TableThe Agility ApproachDr. - Ing. Carsten Burchardt
Siemens Industry Software GmbH
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Brief Introduction 3
Dr. -Ing. Carsten Burchardtbusiness development manager / responsible at
Siemens Industrie Software about research andacademicslecturer at various German institutes like University
Berlin, University Aachen, University Magdeburg in the field of organizational development, change management, team development/business coaching and Integrated Design Engineering
Basic: understands agility as an important corporate culture to be flexible, active, adaptable and to act with initiative in times of change and insecurity
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Goal of this Presentation• overview about agility
• different methods which fosters agility
• discussion: which prerequisites areneeded to understand andimplement agility as a culture ofchange in the company in thecomplex environment
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Innovations in the 21st century are created in a much more flexible environment than beforeInnovation is neccessary:• rapid prototyping• decentralized network und cluster• crowdsourcing• open knowledge exchange• support of dynamic or standard-
leanprozess structures
In the digital age, drivers for innovation are changing …..
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Stacey Matrix for decision-making
far form certainty
close to certainty
Whataims/
requierements
Howtechnical realization
close from agreement
far from agreement
complicated
complicated
chaotic
simple
complex
standard & leanprozesse(waterfall principle)
agile process
On the basis of the source: Ralph Stacey, Strategic Management and Organizational Dynamics. The Challenge of Complexity, Prentice Hall 2002
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Definition Agility
Agility is the willingness and ability of an organization and the people in the organization to be flexible, active, adaptable, innovative (even in times of change) and proactively to act according to the systemic principles of self-organization and to ensure the best possible adaptability to viability and sustainability.
Agility is an emergent entity made up of the interplay of relevant factors :
• strategy• structure• culture and • leadership
Source Dunja Lang, Agile Transformation, Italy Abano 2018
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agility
iterative approach
dynamic control
feedback loops
roles / function instead of position
customers - and results
interactions andrelationships
viable units
Agile basic principles - self-organization
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•View results from a different• (customer /other) perspective
•respect for people, living beings, the environment in
thinking and acting
• continuous knowledgebuilding
• to incorporate creativity (own / other)
• self-initiated learning
• look beyond the box• compensate strengths
/ weaknessesown/other
• networking
•self-initiative take on the goals and organization•bring in / realize your own ideas
selfcontrol
colloba-ration
senseimprovelearning
Agile competence
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Source: Kienbaum Management Consultants GmbH (2015)
Essential features of an agile company
collaboration
experience-basedstrengths
iternative futuredesigns
retro-spective
pro-spective
experimental future direction
inspiration individualityand diversity
core competencedevelopment capability
internal context
standards und routinene as basis
lean project-oriented structure and process
organization
agile organisation
in and with networks
systematic design of knowledge flows
awareness of one's own
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Example: Ing-DiBa… agile organisation in the future
Source: McKinsey Quarterly January 2017
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Venture-approach next47
inkubation acceleration growing transfer/exit
identify and select disruptive ideas, projects and entrepreneurial people
externestart-ups
externeideea
interne idea
For »established startups«Expansion of market shares and further development into a global player
For "young start-ups" Gradual commercialization through? A targeted market launch
For »idea generator«Creation and promotion of business projects, eg. By using prototyping
next47 is established as an independent entity that creates freedoms: freedom to experiment, innovate and grow - at a very early stage of market development.«
»
Example: next47 … promotion of start-up
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Example: Dream-holiday appartements… organization form with scrum and agil coach
Online Marktplace: Traum Ferienwohnungen• Feder Software GmbH (grounded 1980 von Arno Feder) at 2001
Traum-Ferienwohnungen : https://www.traum-ferienwohnungen.de/
• Aim: bringing together hosts and holiday guests• Award 2017 with the New Work Award• has been among the top 100 internet sites in Germany since
2016 and among the top ten in the tourism sector• 99 738 accommodation• at 75 countries• 40. Mill guests per year
Source: traumferienwohnungen 2018
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Agile methods
Design Thinking (Innovation)
Lean Startup (business idea)
Scrum (Projektmanagement) Kanban (flow control)
Scrumban (team with services and project aims)
Less Large Scale Srum (multi team context major projects)
Lean Production (produkcion)
…………..
Scaled Agile Framework – SAFe (smaller team)
Dynamic Sytems Development Method (agile software development)
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A balanced approach that starts with people and their needs
• Design Thinking is a human-centered, iterative approach for the development of new, innovative products, services, businessmodels, strategies – even organizational set-ups.
• With the focus on people and their needsDesign Thinking brings the „human factor“ in the dominantely technic- and business-driven companies.
Design Thinking – human centered development15
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Design Thinking Process16
Understand
Oberve
Synthesis Ideate
Prototype
Test Implement
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How Design Thinking “fosters the transformation process”
deepen the understanding of the Problem SpaceThrough visually extracting research data from a holistic perspective as well as the qualitative investigation in the project field DT fosters a more comprehensive picture of the initial situation as well as uncovering real needs of the stakeholders involved
exploration of the problem spaceUnderstanding and visualization of the problem area as well as contextual and influencing factors, focus on people and their needs
focus on the most suitable opportunitiesThrough synthesizing the information gathered as well as problems, needs and wishes identified, opportunity fields that has the hightest business relevance can be identified more effective
identifying the best-fit-solutionThrough explicit exploration of the solution space as well as continuous testing, learning and iterating the solution that fits best in the intersection of desirability, viability and feasibility
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Quick and cheap learning cycles through low-resolution prototyping
Video clipsMake simulations of how your solution looks likeand how the user interact in a short video clip.
Mock-upsBuild representations of how your idea looks like(wireframes) using pictures or icons in commontools e.g. ppt animations, POP
SketchesUse simple paper sketches to quickly materialize anidea with the benefit of easily modifying concepts
StorytellingTell the story of your idea. Describe what theexperience would be like. Write down a story,visualize it with pictures or create a film.
Functional prototypesBuild more elaborated prototypes using suitableSW or HW even with real data sources e.g. Axure,Just in mind or Qlickview.
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Challenges
• change of the organisation form
• support by the management
• lighthouse project
• perception and understanding
• overcome/break old structures
• small team
• location
Prerequisite of Design Thinking …. company integration
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Scrum origins based on the Japanese lean management (the "Toyota Way"), application at Google, Automotive
3 colums• tranparency
everything in the project is recorded regularly and visibly for everyone
• verifiabilityresults are delivered in short sprints and thus both the product and the procedure are checked
• adaptabilitychanges in the process and in the product, plans or procedures are continuously adapted. Based on the principle of self-organizing teams and adaptive process control
Scrum
SCRUM
trans
pare
ncy
adap
tabi
lity
verif
iabi
lity
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Scrum-Goals
• fast reaction to changes• early feedback and thus early detection of problems• smaller stress curves of all participants• more sense of achievement as quicker tasks are completed • greater motivation of team members with greater personal
responsibility• communication improvement
ExampleAgile
Software -Development
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Scrum-Process
• Scrum owner – product owner• Scrum master- organisation• Scrum team - operation
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challenges• education as Scrum Master• enable fast process response to changes• enable short feedback loops, forcing early detection
of problems• establish appreciation of the success experiences,
tasks are completed faster• motivation of team members with greater personal
responsibility• communication transparency
Prerequisite for Scrum…. company integration
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Kanban is used as an evolutionary change management, kanban principle is inspired by the Toyota Production System (TPS), application for example in process control
content• a process is improved in small (evolutionary) steps• high level of transparency about project progress and
acute problems - low risk for each individual measure• shorter processing times of the work packages• implementation of continuous improvement
measures
Kanban
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Kanban board
the first step in introducing Kanban is to list all to do's this happens e.g. on a so-called (mostly physical) kanban
board
planning development deliveryback log quality gate production
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challenges• transparency by visualisation of the current work• limiting work in progress by limiting the number of open
packages per process step to identify bottlenecks / issues• establish workflow control and measure metrics, such as
turnaround times, to improve throughput based on the results• formulation of explicit rules for processes - only in this way
errors can be recorded and evaluated objectively• “life" of continuous improvement using proven models and
Scientific Methods (e.g., Cumulative Flow Diagram, Cycle Times)
Prerequisite of Kanban…. company integration
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Similarities!How do I get to the goal….. to accelerate corporate agility?
dynamics customer orientation
innova-tion
self- guided
parallel
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Organizational forms - flanking support
How things are How things should be
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Principles of holocracy after Brian Robertson
dynamic self-control instead of planning and controlling
integrative decision making
purpose is in the foreground, not profit
non-dominance leaderships instead of heroic leadership
Roles/functions („instead of people“)
fractal self-organization
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Fast cycles of building - testing - improving to implementation
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Studie e-bookhttps://survey.unibw.de/agile-report/
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contakt [email protected] +49 170 922 4647
How do you address the topic of agility -
current & future?