you will not become agile by implementing scrum
TRANSCRIPT
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You will not become agile by implementing scrum
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• Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions
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FUTURE-PROOF YOUR ORGANIZATION
ORGANIZE RESPONSIVENESS by
Jurriaan Kamer
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CHALLENGE
What do we often encounter?
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Bureaucratic OS language• Rules • Roles • Plans • Reports
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Change 0%
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Jim
engineer
“sure, but…”
“Can we do scrum?”
Torch boss
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So they go for a local implementation
© image by Steve Denning
MarketingFinance
HR Ops
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Management is part of a system that prevents them from achieving
the necessary changes
(like getting rid of waterfall)
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AGILE ENTERPRISES
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photo by Giuseppe Milophoto by Techcrunch
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• Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions
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Project management + scrum = ?
PROJECTS
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WE DON’T JUST DO SCRUM
WE DO WATER -SCRUM
-FALL
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Bob project manager
Leon product owner
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Bob project manager Mr. PMO
PID PSA
€
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“I urgently need a detailed estimate”
“Can’t we just start?”
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“But, you promised…!”
“We need another sprint”
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“All your projects are late”
“I don’t control the resources”
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“We have a great idea!”
“My stakeholders don’t approve”
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PROJECTS IN
AGILE ENTERPRISES
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Everybody knows why the company
exists and what the priorities are
@agile_cio principle #1
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Teams have full autonomy: they decide HOW
to achieve a certain goal
@agile_cio principle #2
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No projects No deadlines No approvals
@agile_cio principle #3
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You build it, you run it
No handovers@agile_cio principle #4
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We don’t need a framework
@agile_cio principle #5
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• Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions
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MANAGERSWhat management behavior
kills agility?
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“I tell people what to do so I stay in control
and I can drive shareholder value”
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“I can’t…”“Please attend this urgent meeting”
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“This whole scrum thing is very
disappointing”
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“Deliver it on the 1st of December even if you have to work weekends!”
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MANAGERS IN
AGILE ENTERPRISES
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Managers encourage collaboration to solve problems rather than dictating a solution
@agile_cio principle #6
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Managers job: designing an optimal environment
where the work can happen and teams can
grow @agile_cio principle #7
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Managers are engineers
@agile_cio principle #8
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• Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions
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What factors mainly influence decision making in corporates?
DECISIONS
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Costs, budgets,ROI & Opinions
Decision making is based on
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DECISIONS IN
AGILE ENTERPRISES
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Making money is the result of
product excellence@agile_cio principle #9
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Data-driven instead of HIPPOs
@agile_cio principle #10
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• Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions
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What is the difference between corporate and agile culture?
CULTURE
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Pathological BureaucraticInformation is hidden 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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CULTURE IN
AGILE ENTERPRISES
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Explicit culture statements, based
on trust@agile_cio principle #11
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Failure =
learning =
innovation@agile_cio principle #12
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Direct communication instead of
through layers@agile_cio principle #13
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“People who say it cannot be done should not interrupt those who
are doing it”@agile_cio principle #14
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• Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions
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How to get there?
DIRECTIONS
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Talk to the executive who feels the pain
1. acknowledge 2. desireable future 3. willingness 4. ability 5. self-knowledge
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Evolution or
revolution?
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© image by Michael Sahota
Culture bubble
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Bring the challenge to the team
€
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Let go of people who don’t want to be part of the transition
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Agility is not a gem that can be bought.
It’s painful and hard work
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1. Projects 2. Managers 3. Decisions 4. Culture
Be prepared to kill old habits
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How to become agile?Plan & predict > sense & respond
Command & control > trust and nurture Low empowerement >
high autonomy & high alignment
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@AGILE_CIO
WWW.AGILECIO.NET by
Jurriaan Kamer