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