agile organisation - gaudisite.nlagile organisation by gerrit muller university of south-eastern...

Agile Organisationby Gerrit Muller University of South-Eastern Norway-NISE

e-mail: [email protected]

Abstract

Distribution

This article or presentation is written as part of the Gaudí project. The Gaudí projectphilosophy is to improve by obtaining frequent feedback. Frequent feedback is pursued by anopen creation process. This document is published as intermediate or nearly mature versionto get feedback. Further distribution is allowed as long as the document remains completeand unchanged.

September 6, 2020status: plannedversion: 0.2

logoTBD

Process attributes

Purpose What is to be achieved and whyStructure How will the goal be achievedRationale What is the reasoning behind this processRoles Which roles are present, which responsibilities are associated, which

incentives are present, what are the criteria for these rolesOrdering Which phasing or sequence is applied

Agile Organisation2 Gerrit Muller

version: 0.2September 6, 2020

ProcessAttributeList

Process abstraction hierarchy

principle process procedure tool

formalism

template

abstract specific and executable

drives

is

elaborated

in

is

supported

by



SAPabstractionHierarchy

From process to organisation

process

description

process

executionorganization

PCP

TV family PCP names of program manager,

architect, marketing manager

lists of documents, meetings, ...

55 cm TV PCP names of project leaders,

architects, product managers

lists of documents, meetings, ... generic TV board PCP

example



AOfromProcessToOrganisation

Organisation attributes

• Which functions are needed

• Who is responsible for this function

• What is the hierarchical relation between the functions

• Which meeting structure is required



OrganisationAttributesList

Process rhythms

Customer

Customer Oriented Process$$material

sales logisticsproduction servicepresales

Product Creation Process

Pro

du

ct R

eq

uire

me

nts

an

d fe

ed

ba

ck

Policy and

Planning Process

People and Technology Management Process

Bu

sin

ess

Dri

vers

Cu

sto

mer

Ro

adm

ap

Bu

dge

t, p

lan

Pro

du

ctro

adm

ap

Tech

no

logy

, Pro

cess

and

Peo

ple

ro

adm

aps

Bu

dge

ts

Peo

ple

Tech

no

logy

Pro

cess

Req

uir

emen

ts a

nd

Fe

edb

ack

Tech

nic

al P

rod

uct

D

ocu

men

tati

on

Pro

du

ct r

elat

ed

pro

cess

es

Peo

ple

Tech

no

logy

Pro

cess

Info

rmat

ion

Ord

er

Pro

du

ct

$$

Sup

po

rt

Low

Low

High

High



ProcessDecompositionRhythms

Operational hierarchy

subsystem

singleproduct

productfamily

entireportfolio

developersmodule

portfolio

operational

manager

family

operational

manager

(single product)

project

leader

subsystem

project

leader

operational

portfolio

architect

family

architect

product

architect

subsystem

architect

technical

portfolio

marketing

manager

family

marketing

manager

product

manager

commercial



PCPoperationalOrganization

Operational teams

Operational Leader

(project leader)

Operational Support

(project manager)

Marketing or

Product Manager

Architect

Application

Manager

Test Engineer

Service Manufacturing

LogisticsSales

Manager Quality

Assurance

Requirements

AnalystSubsystem

Operational

Leaders

Subsystem

ArchitectsTechnology-

Specific

Architects

Development

support



ConcentricTeams

Teams are (must be) dynamic

spec team integration teamdesign team

ad hoc

teams

operational teams

time


version: 0.2September 6, 2020AOteamDynamics

Critical success factors

• focus on objectives

• shared vision

• ownership

• motivation

• natural communication



CriticalSuccessFactors

Towards agility

shared objectivesfocus

shared principlesfit process to people and context

accept the world as iscope with the facts

but dare to dreamvision



AOagilityRules

Some common principles

• decomposition, hierarchy and delegation

• feedback

• phasing

• ownership



Principles

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