agile frameworks: the why, how and what
TRANSCRIPT
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THE AGILE ENTERPRISEWhen to use which form of agile?
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Bron: Deloitte
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Design thinking
Experimenting
Scrum of Scrums
Lean start up
Growth Hacking
SAFE
Continuous improvement
Lean UX
Self management
Transparency
Velocity
Value Management
User Stories
Time box
Team Velocity
Sprint Review
Sprint Retrospective
Sprint planning meeting
Sprint burn-down chart
Sprint Backlog
Sprint
Servant leader
Scrum Master
Scrum
Rollen
Roadmap
Requirements
Release burn-up chart
Release burn-down chart
Reference architecture
Project Start Architecture document
Product Owner
Product backlog managementProduct backlog items
Portfolio backlog
Planning poker
Pair programming
Happiness metric
Epic
Development Team
Definition of Done
Daily Scrum
Cross-functional team
Corporate backlog
Backlog Refinement
Agile
Large Scale Scrum
Spotify model
Scaled Agile framework
Continuous delivery
Continuous learning
Waterfall
Scrum of ScrumsLESS
Lean product development
Lean marketing
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WE’LL TRY… To give a high-level overview of the why, how and what
regarding the most important agile approaches.
To show you when these frameworks can help you to do your business today, tomorrow and in the near future.
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“If the rate of change on the outside exceeds the rate of change from the inside, then the end is near.”
Jack Welch, Chairman & CEO, GE 1981 - 2001 (Overseeing 4000% increase in General Electric company value in 20 years)
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2000 2010 2020
Cost
Availability
Adoption
TECHNOLOGY
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Relations Banking
CommunicationSport TV
SOCIETY
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BUSINESS?
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BUSINESS
Bron: Het Eerste Huis
You will never change
something by challenging
the existing reality.
To change something, you
build a new model, that
makes the current model
redundant.
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REACTIVE / INFRA RED
Small groups with family ties
• No hierarchy • No leaders • No chiefs
MAGIC MAGENTA
Tribes up to a couple of hundred
• No organizations • Minimal task division • Tribe elderly with special status
CONFORMIST AMBER: THE ARMY
States and civilizations
• Self discipline • Mid & long term planning • Stable organizational structures
Formal roles, strict hierarchy / top-down control / stability is everything / the future is a repetition of the past
ACHIEVEMENT ORANGE: THE MACHINE
Moving forward within rules of society
• Innovation • Take responsibility • Meritocracy
Beat competitors in growth and profit / innovate to stay ahead / management
by “what”
PLURALITEIT GREEN: THE FAMILY
Modern emancipation
• Every perspective is equal • Great at dismantling old structures • Practical alternatives not a strong point
Meritocratic structure, but lots of decision making by employees / culture and
employee empowerment
IMPULSIVE RED: THE WOLFPACK
Chiefs and proto-imperiums
• Meaningful division of work • Captain and soldiers • Control up to 10.000 people
Constant powerplay for control / fear keeps it together / short-term focus /
loves chaos
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MAGIC MAGENTA
CONFORMIST AMBER: THE ARMY
Catholic church The army
Gouvernement institutions Educational institutions
ACHIEVEMENT ORANGE: THE MACHINE
Multinationals National corporates
PLURALITEIT GREEN: THE FAMILY
Ben & Jerry’s Southwest Airlines
Starbucks Zappos
IMPULSIVE RED: THE WOLFPACK
The maffia Street gangs Tribal militia
REACTIVE / INFRA RED
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CURRENT BUSINESS
EVOLUTIONAIRY CYAN - THE LIVING ORGANISM
holistic approach of knowledge
• Self management• Effective operations based on equal relations without need for
hierarchy
• Organizations as living entities• Sense of future direction, instead of prediction and controle over it.
• Aimed at fulfilling potential• Merging ‘the employee’ with ‘the human being’
E.g: Buurtzorg, Morningstar, FAVI
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Design thinking
Experimenting
Scrum of Scrums
Lean start up
Growth Hacking
SAFE
Continuous improvement
Lean UX
Self management
Transparency
Velocity
Value Management
User Stories
Time box
Team Velocity
Sprint Review
Sprint Retrospective
Sprint planning meeting
Sprint burn-down chart
Sprint Backlog
Sprint
Servant leader
Scrum Master
Scrum
Rollen
Roadmap
Requirements
Release burn-up chart
Release burn-down chart
Reference architecture
Project Start Architecture document
Product Owner
Product backlog managementProduct backlog items
Portfolio backlog
Planning poker
Pair programming
Happiness metric
Epic
Development Team
Definition of Done
Daily Scrum
Cross-functional team
Corporate backlog
Backlog Refinement
Agile
Large Scale Scrum
Spotify model
Scaled Agile framework
Continuous delivery
Continuous learning
Waterfall
Scrum of ScrumsLESS
Lean product development
Lean marketing
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Organization Products
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ORGANIZATIONS
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WHY SCALING FRAMEWORKS?
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“The way a team plays as a whole determines its success. You may have the greatest bunch of
individual starts in the world, but if they don’t play together, the club won’t be worth a dime.”
BABE RUTH
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Team
Organization
Customer
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C-Level
Execution
p r o c e s s
p r o c e s s
p r o c e s s
p r o c e s s
p r o c e s s
p r o c e s s
OrganizationMiddle
Management
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Team
Customer
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
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PASSION TRUST
COMMITTED SELF ORGANIZING
Continuous Delivery Continuous Learning
Continuous Improvement
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SCALING FRAMEWORKS
• Scrum of Scrums • SAFE (http://scaledagileframework.com) • LeSS (https://less.works)
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Sprint
Sprint Planning
Sprint Review
Sprint Retrospective
Daily Scrum
Scrum Team
Product Owner
Scrum Master
Team Members
Product Backlog
Sprint Backlog
SCRUM
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A B C
Sprint
Sprint Planning
Sprint Review
Sprint Retrospective
Daily Scrum
Scrum Team A
SCRUM OF SCRUMSScrum Team B
Scrum Team C
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A B C
Sprint
Sprint Planning
Sprint Review
Sprint Retrospective
Daily Scrum
Scrum Team A
SCRUM OF SCRUMSScrum Team B
Scrum Team C
• Re-use Scrum Event; often Multi Standup • One individual per Scrum Team represents the Scrum Team • Shared vision • Alignment • Coordinate the outcome as a whole
KEY ELEMENTS
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A B C
Sprint
Sprint Planning
Sprint Review
Sprint Retrospective
Daily Scrum
Scrum Team A
SCRUM OF SCRUMSScrum Team B
Scrum Team C
When not to use • High level of bureaucracy • When aligning Scrum teams + individual
roles (f.e. architects, scrum teams etc)
SCRUM of SCRUMSWhen to use • Max 9 teams • Looking for an easy way to scale up • Combining Scrum Teams + Traditional teams • Tackling interdependencies • Alignment between teams
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• Three levels; portfolio, program & team • On team level more or less Scrum • Program & Portfolio focus on prioritizing • Mixing Agile & Lean practices • Very detailled, descriptive process
KEY ELEMENTS
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When not to use • When it’s not been driven top-down • When there is not business engagement • Small organizations • Not able to identify Value Stream • When you don’t want to learn • If you’re not willing to pay for the
overhead cost
ScaledAgileFramework (SAFE)When to use • Complex Programs • Feels ‘safe’ for traditional organizations • With very big organizations • Super Agile Teams • First step in Agile for very hierarchical
organizations • Large IT Systems which are not loosely
coupled
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• Focus on simplifying the organization radically • Provides elements for both rapidly growing organizations as well
as already scaled organizations • Focus on start small, inspect & adapt End-2-End Feature Teams • Actually 2 frameworks (<8 teams & above 8 teams) • Specialization in customer-centric, product direction
KEY ELEMENTS
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When not to use • Super traditional organization • Low level of Agile maturity • Time constraint
Large Scale Scrum (LeSS)When to use • Scale up slowly • With < 8 teams, up to 70 teams • When you want to learn • Get rid of redundant structures • When you want to explore, provides
guidelines for scaling & interdependencies • Alignment of scrum teams • Rapidly growing organizations
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• External influencers • Hierarchy • Innovation • Product Complexity • Size of Organization
not so much a lot
not so much a lot
a lot not so much
highlow
small large
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PLAY POKER!
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CONCLUSION
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PASSION TRUST
COMMITTED SELF ORGANIZING
Continuous
Delivery
Continuous
Learning
Continuous
Improvement
KEY LEARNINGS ORGANIZATION
• It’s a toolbox; you’re free to pick and combine • There are more frameworks to add to your toolbox,
such as; Open Space Agility, NEXUS • Aim for ‘just’ enough • Start small, experiment, learn and adapt • Make it your own • Focus on organizations as a whole
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Start with transparency and self management
Smart, responsive organisation
SOS SAFE LESS
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PRODUCTS & SERVICES
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Future businessCreating and optimizing current user journey’s
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Time
Prof
it
Current business
Create and optimize
Grow
Add value in your product, process or marketing
0-12 months 12 - 24 months 24 - 48 months
Future business
Innovate
Now (70%) Later (20%) Tomorrow (10%)
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Create & optimize Grow Innovate
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INNOVATE
Find new value propositions (product, proces, marketing, radical) by validating the why and (part of the) how. So know resolve a pain or create a gain.GO
ALAG
ILE • Design Thinking • Lean product development • Evidence based product development
TOOL
S
• Customer interviews • Value proposition canvas • Business model canvas • Prototyping • Smoke tests, concierge experiments, feature experiments, etc.
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GROW
Add value to your existing, scalable product. Strong marketing focus, only small enhancements in proposition.GO
ALAG
ILE • Growth Hacking • Lean marketing
TOOL
S
• Pirate metrics • Actionable analytics (data, data, data) • Innovation accounting • Business model canvas • ‘What business are we really in’
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CREATE & OPTIMIZE
Build, maintain and optimize a validated product in a customer-centered way. Pivoting on e.g. features and design level. GO
ALAG
ILE
• Scrum • Kanban • Extreme programming • Feature driven development
TOOL
S
• Sprints • Customer reviews • Planning poker • Retrospective • and many, many more….
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Stap 1a Stap 1 b Stap 2 Stap 3 Stap 4
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Stap 1Stap 2
Stap 3 Stap 4
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Time
Prof
it
Realize and optimize the ‘what’, e.g.
• Scrum • Kanban • Extreme programming • Feature driven development
Add value to your existing products or services, e.g.
• Growth hacking • Lean marketing
0-12 months 12 - 24 months 24 - 48 months
Validating value (‘why’) and features (‘how’), e.g.
• Design Thinking • Lean product development • Evidence based product development
Optimize (70%) Grow (20%) Innovate (10%)
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WRAP UP
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Start with transparency and self management
Smart, responsive organisation
SOS SAFE LESS
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Future businessCreating & optimizing current user journey’s
• Growth hacking • Lean marketing • Lean product development
• Design Thinking • Lean product development • Evidence based product
development
• Scrum • Kanban • Extreme programming • Feature driven development
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organization
product
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Static organizations Smart, responsive organisations
Customer focussed
Product focussed
DIGITAL EXCELLENCEUnable to act quick
Not the right information in the right channel at the right moment
Online customer experience is poor
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Improve what you
already do today
Start with transparency and self management
Smart, responsive organisation
Future business
Create and optimizing current user journey’s
New business
possibilities
Add value
Now (70%) Later (20%) Tomorrow (10%)
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Nikki de Kloe Product owner and coach
[email protected] 06-55475478
Sander Goudswaard Digital strategist
[email protected] 06-41368166