manage agile 2012 berlin agile culture capability model


- Management Consultant @ codecentric AG

- Agilist since 2007, Architect and Project Manager

- IT-Houses: GFT Solutions GmbH, CS Consulting AG, LogicaCMG GmbH, Cirquent GmbH

- Customers: Shell AG, Deutsche Bank, 1und1, SAP, NTT Data, Union Investments and more…

- Core Topics: Agile Software Factory, Agile Software Engineering, Innovative Software Development Methods, Nearshore and Offshore Project Coordination, Enterprise Architecture for Business Process Intelligence.

- xing.com/profile/Adam_Boczek

- blog.codecentric.de

ADAM BOCZEK

http://www.xing.com/profile/Adam_Boczek




http://blog.codecentric.de/


ADAM BOCZEK & AGILE & CULTURE


- Agile Software Development got matured and is widely used in many projects.

- However agile software development has still some acceptance problems in big organizations.

- Big organizations consist of multiple teams that have to work together. It makes the adaption of agile more difficult, comparing to the classic software development.

- Big organizations often consist of multiple near-shore and off-shore teams, their coordination is highly complex and expensive.

- Many big organizations have already tried to run agile projects within their international environment. However without success. The delivered business value was even smaller as in case of similar, failed, classic software projects.

WHY DO WE NEED AGILE CULTURE CAPABILITY MODEL?

Project Types by Ralph Stacey


- The word culture is often misunderstood as its wide semantic field.[1]

- Culture includes but is not limited to language, arts & sciences, thought, spirituality, social activity, interaction.[1]

- Culture is a universal orientation system typical for a society, organization of group.[2]

- This orientation system is created from specific symbols relevant to the society or group in question and are handed down from generation to generation.[2]

- It influences the way in which its members perceive, think, value and act, and thus defines their membership within the society.[2]

- Every culture has to adapt to new demands.[3]

- Cultures are not static, but constantly undergoing change.[3]

- so…

Culture

Situation

(Project)

Person

CULTURE & AGILE

[1] Roshan Cultural Heritage Institute 2011, Definition of Culture[2] Thomas 1996, Psychologie interkulturellen Handels, [3] Schroll-Machl 2011, Doinig Business with Germans

Agile is a Culture!


- Culture can be seen as a specific orientation system, comprising individual elements which are related to each other in a systematic, structured way.[1]

- These elements have resulted from the interaction of individuals with each other and with their environment.[1]

- They have been passed on in more or less the same form over the generations and have a clear influence on all areas of life.[1]

- These cultural elements have the effect of simplifying complexities and of offering behavioral guidance.[1]

- They make the actions and behavior of individualswithin the culture predictable and thus provide a basis from which expectations can be formed.[1]

- These cultural elements are termed “culture standards”.[1]

- Culture standards are the central characteristics that define a culture.[2]

CULTURE STANDARDS

[1] Schroll-Machl 2011, Doinig Business with Germans, [2] Thomas 1999, Kultur als Orientierungssystem und Kulturstandards als Bauteile


CULTURE IS A SYSTEM OF SYSTEMS

Agile CultureCulture ACulture

A

Culture B

Culture Standards

Culture Standards Interaction

Culture A System

Agile Culture System

Culture Systems’

Interaction

Culture B System

Culture System of Systems


- Is it possible to be successful with agile knowing how complex the culture system is?

- What are the challenges of agile near-shore, off-shore projects?

- What are the culture standards that have influence on agile culture?

- What are the soft-skills every team member should have?

- How to support the team to grow, to be an agile team?

- And so on…

TONS OF QUESTIONS


- Authority/hierarchy orientation

- Conflict prevention

- Emotionality

- Individualism

- Objectivism

- Plan orientation

- Pragmatism

- Rules and regulations orientation

- Self-confidence volatility

- Status orientation

PRIMARY CULTURE STANDARDS WITH INFLUENCE ON AGILE CULTURE


- Communication/collaboration

- Conflict management/handling stress

- Dealing with change/flexibility

- Decision making/commitment

- Goal oriented/value driven

- Leadership/diplomacy/facilitation

- Teamwork/teambuilding

- Thinking/learning/problem solving

- Time management/planning

PRIMARY AGILE SOFT-SKILLS WITH INFLUENCE ON AGILE CULTURE


Culture Standards

• Authority/hierarchy orientation

• Conflict prevention

• Emotionality• Individualism• Objectivism• Plan orientation• Pragmatism• Rules and

regulations orientation

• Self-confidence volatility

• Status orientation

Agile Soft-Skills

• Communication/collaboration

• Conflict management/handling stress

• Dealing with change/flexibility

• Decision making/commitment

• Goal oriented/value driven

• Leadership/diplomacy/facilitation

• Teamwork/teambuilding

• Thinking/learning/problem solving

• Time management/planning

Agile Culture Capability

• Germany• Poland• India• Japan• Romania• …

INFLUENCE OF CULTURE STANDARDS ONAGILE SOFT-SKILLS, THUS AGILE CULTURE CAPABILITY


𝐴𝐶𝐶 (𝑛)= ∑𝑐 𝑠=1

𝑚 (( ∑𝑎𝑠=1𝑡

( 𝐼𝐶𝑆 (𝑎𝑠 )∗ 𝐼𝐴𝑆 (𝑎𝑠 ) ))∗𝑆𝑂𝑛 (𝑐𝑠 ))

- Determines the ability of a certain nation to execute projects using agile values and principles.

- Empirical & relative value (absolute value has no meaning).

- Calculated based on the influence of culture standards on agile soft-skills with the incorporated weights describing the importance of each agile soft-skill for the agile culture capability.

- Used for the determination of agile culture capability for a chosen nation based on strength of occurrence of a certain culture standard in this nation.

- The formula (pseudo-math)- Influence (ICS) of a culture standard (cs) on an agile soft-skill (as)

- Importance (IAS) of an agile soft-skill (as) for agile culture capability (ACC)

- Strength of occurrence (SO) of a certain culture standard (cs) in a nation (n)

- Agile Culture Capability (ACC) for a nation (n):

AGILE CULTURE CAPABILITY


AGILE CULTURE CAPABILITY MODEL – 4 STEPS

Communication/Collaboration

Conflict Management/Handling stress

Dealing with Change/Flexibility

Decision making/Commitment

Goal oriented/Value driven

Leadership/Diplomacy/Facilitation

Teamwork/Teambuilding

Thinking/Learning/Problem Solving

Time Management/Planning

Authority/hierarchy orientation Conflict prevention Emotionality Individualism Objectivism Plan orientation Pragmatism Rules and regulations orientation Self-confidence volatility Status orientation

Importance for Agile Culture Capability

Influencestrong negative -2negative -1neutral 0positive 1strong positive 2

Weightslight 1normal 2heavy 3

Germany

Poland

India

Japan

Romania

Authority/hierarchy orientation Conflict prevention Emotionality Individualism Objectivism Plan orientation Pragmatism Rules and regulations orientation Self-confidence volatility Status orientation

Agile Culture Capability

Strengthlowest 1low 2normal 3high 4highest 5

1

2

3

𝐴𝐶𝐶 (𝑛)= ∑𝑐 𝑠=1

𝑚 (( ∑𝑎𝑠=1𝑡

( 𝐼𝐶𝑆 (𝑎𝑠 )∗ 𝐼𝐴𝑆 (𝑎𝑠 ) ))∗𝑆𝑂𝑛 (𝑐𝑠 ))4

influence of culture standards on agile soft-skills

importance of each agile soft-skill for the agile culture capability

strength of occurrence of a certain culture standard


ACCM IN ACTION

10.04.2023 14

(!)ACCM is about

project RISK mitigation only!


Soft-skills that are required for the successful execution of agile projects:

- Communication/collaboration

- Conflict management/handling stress

- Dealing with change/flexibility

- Decision making/commitment

- Goal oriented/value driven

- Leadership/diplomacy/facilitation

- Teamwork/teambuilding

- Thinking/learning/problem solving

- Time management/planning

PRIMARY AGILE SOFT-SKILLS WITH INFLUENCE ON AGILE CULTURE BY BOCZEK

Weightslight 1normal 2heavy 3


INFLUENCE OF CULTURE STANDARDS ON AGILE SOFT-SKILLS (CORE MATRIX) BY BOCZEK

Communication/Collaboration

Conflict Management/Handling stress

Dealing with Change/Flexibility

Decision making/Commitment

Goal oriented/Value driven

Leadership/Diplomacy/Facilitation

Teamwork/Teambuilding

Thinking/Learning/Problem Solving

Time Management/Planning

Cultural Standard Influence

Authority/hierarchy orientation -2 -2 -2 -2 2 2 -1 -2 0 -21Conflict prevention -2 -2 0 1 0 2 1 0 0 -1Emotionality 2 -2 0 -1 -1 -2 1 2 0 7Individualism -1 -2 0 2 2 -2 -2 0 -1 -7Objectivism 2 2 0 1 1 2 2 0 -1 18Plan orientation 0 0 -1 2 2 1 0 0 2 10Pragmatism 1 2 2 0 2 -1 0 2 -2 16Rules and regulations orientation -1 0 -1 0 -1 0 0 -1 1 -9Self-confidence volatility 0 -2 0 -2 -2 0 0 0 -2 -14Status orientation 0 0 0 -1 0 -2 -1 0 -1 -9

Importance for Agile Culture Capability 3 1 3 2 2 1 3 3 2

Influencestrong negative -2negative -1neutral 0positive 1strong positive 2


STRENGTH OF OCCURRENCE OF CULTURE STANDARDS FOR A NATION BY BOCZEK

Strengthlowest 1low 2normal 3high 4highest 5

Germany

Poland

India

Japan

Romania

Authority/hierarchy orientation 1 3 5 5 4Conflict prevention 1 3 5 5 4Emotionality 2 4 5 1 5Individualism 3 2 1 1 2Objectivism 5 2 1 1 2Plan orientation 5 1 2 4 2Pragmatism 2 5 1 1 5Rules and regulations orientation 5 2 4 5 1Self-confidence volatility 1 4 5 4 5Status orientation 2 4 5 5 5


AGILE CULTURE CAPABILITY FOR A NATION BY BOCZEK

Germany

Poland

India

Japan

Romania

Germany

Poland

India

Japan

Romania

Authority/hierarchy orientation 1 3 5 5 4 -21 -63-

105-

105 -84Conflict prevention 1 3 5 5 4 -1 -3 -5 -5 -4Emotionality 2 4 5 1 5 14 28 35 7 35Individualism 3 2 1 1 2 -21 -14 -7 -7 -14Objectivism 5 2 1 1 2 90 36 18 18 36Plan orientation 5 1 2 4 2 50 10 20 40 20Pragmatism 2 5 1 1 5 32 80 16 16 80Rules and regulations orientation 5 2 4 5 1 -45 -18 -36 -45 -9Self-confidence volatility 1 4 5 4 5 -14 -56 -70 -56 -70Status orientation 2 4 5 5 5 -18 -36 -45 -45 -45

Agile Culture Capability 66 -36

-17

9

-18

2 -55- Results review (examples)

- German teams are best suited for agile.

- Polish and Romanian teams need more attention comparing to German teams.

- Japan and India teams require significant investments in agile trainings and coaching.


- ACCM focuses on the Agile Teams that have to deliver effectively and efficiently a business value according to the defined goal using agile values and principles as defined in the Agile Manifesto [1].

- ACCM delivers a quantified information about agile capability of a nation or team.

- ACCM makes transparent the project risks bound to the cultural challenges.

- ACCM reveals project characteristics that might be overseen otherwise.

- ACCM can be used for on-shore agile projects, broken down for each team involved.

- ACCM can be used for a single team agile project, broken down for each team member.

- ACCM should not be used in the dogmatic way; we are all humans.

- Because cultures change the ACCM changes too.

- ACCM supports empirical agile frameworks (like Scrum, Kanban) delivering transparency and allowing inspection. However the next step called adaption is still an open point (we know what, but we still don’t now how).

- Running agile projects using distributed teams within an intercultural environment is a very complex topic hire an expert if needed.

CONCLUSION - AGILE CULTURE CAPABILITY MODEL


QUESTIONS?

Adam Boczek

Management Consultant

codecentric AGAn der Welle 460322 Frankfurt a.M.

tel +49 (0) [email protected]

www.codecentric.de

www.mbg-online.de

blog.codecentric.de

www.meettheexperts.de

04/10/2023 20

manage agile 2012 berlin agile culture capability model

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