moving your organization into the fast lane metro
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Move your organization into the fast lane - making Scrum stick Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.TRANSCRIPT
Mike VincentArchitect, ALM and Agile CoachMVA [email protected]
Moving Your Organization into the Fast LaneMaking Scrum Stick
Mike VincentOver 25 years as software developer and architectMarketing director, construction project manager and structural engineer previouslyMicrosoft MVP - Visual Studio ALMPassion for community
INETAIASA
Professional Scrum Developer TrainerProfessional Scrum Product Owner
Agenda
Moving Into the Fast Lane
Executing
Accelerate
Change Your Culture
Where Are We Going?
Delighting Customers
Rules of the Road Scrum
Fundamentals
Who’s Driving
Managing People
The On-Ramp
Scaling Scrum
Stuck in Traffic
Are You?
Stuck in TrafficWhere most Agile Implementations Are Today
Collapse of Time
Acceleration of Technology
300 years of change in less than 25
Decreased lead time• To make decisions• To execute• To correct errors
Change
How we make stuff
How we manage people
How we deal with our customers
Financial impact
The Need to be Agile
Change with the times …
Or risk getting run over
We Are Using Scrum
…for software development
So, what about the rest of your organization?
Organizational Gravity
Core business practices have to advance …
Or, even the improvements we have made in software development are compromised …
And we slide back under the waterfall
We’re Just Getting Started
So, you have your software development using Scrum …
The journey is to make your whole organization agile
Rules of the RoadScrum Fundamentals Review
About Agile and Scrum• Agile Software Development is an umbrella term for
approaches to software development that follow the principle of ‘Inspect and Adapt’ and advocate team empowerment
• Scrum is one of several Agile methodologies
The Agile Manifesto
While there is value in the items on the right, we value the items on the left more.
over
over
over
over
Individuals & Interactions
Customer Collaboration
Responding to Change
Working Software
Processes & Tools
Contract Negotiation
Following a Plan
Comprehensive Documentation
Agile Manifesto Principles 1 of 2Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face to- face conversation.
Agile Manifesto Principles 2 of 2Working software is the primary measure of progress.
Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Continuous attention to technical excellence and good design enhances agility.
Simplicity--the art of maximizing the amount of work not done--is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.
Scrum
(n): A framework within which people can address complex problems, and productively and creatively deliver products of the highest possible value.Scrum Theory• Transparency• Inspection• Adaption
• Lightweight• Extremely simple to
understand• Extremely difficult to master
Scrum Team Roles
Product Owner Scrum Master Development Team
Events
Sprint Planning
Daily Scrum Meeting Sprint Review
Sprint Retrospective
Sprint
Artifacts
Product Backlog Sprint Backlog
Burndown Charts*Increment
* Not defined in Scrum Guide but recommended
Scrum Thinking, Scrum ManagementSolid understanding of the concepts of Scrum
Use to run the whole business
The On-RampScaling Scrum
Scaling Scrum to the Enterprise• One step at a time or everyone in the pool• Yes, it scales• Quality always
• Commitment at the CXO level• It’s not just about projects• Changing old habits• Thinking Scrum
Scaling Scrum • Scale the Scrum Roles• Create One Product Backlog• Proactively Manage Dependencies• Establish an Integration Team• Scrum of Scrums
Taking Scrum Beyond the Fundamentals
Not Scrum High-PerformanceScrum
Scrum
Self-Organizing Teams• Many organizations have not adopted the self-
organizing, team-based aspects of Agile
• Scrum without self-organization and empowerment is a death march, just like waterfall, but an iterative, incremental death march without slack!
Focus on the Customer• Always generating value
• Customer collaboration
• Don’t just serve customers, delight them
A Starter ToDo List
Make Vision and Purpose pervasive Define value
Create a common backlog and prioritize
Shrink work loads
Understand demand
Visualize everything
Reduce corporate constraintsTeam agility
Change leadership style
Rolling wave planning and removing budgets
Try, fail fast, learn amplify
Who’s Driving?A Change in How We Manage and Treat People
Ditching Scientific Management• The Principles of Scientific
Management - Frederick Taylor• Defined man as an extension
of machines and organizations
• Took away much of man’s autonomy
• Converted skilled crafts into simplified jobs
Be Efficient and Be Human• Use people as people• Treat them fairly, with respect• Allow/encourage • Creativity• Autonomy• Purpose• Team work
• Work at a sustainable pace
Productivity through Motivation
KITA - Management by
Motivation or
Management by Movement?
Herzberg’s Motivation-Hygiene TheoryTwo scales to be managed• Motivation - work content• Hygiene - work context
Series1
MotivationWork Context
Dissatisfaction No Dissatisfaction
No Satisfaction Satisfaction
Work context factors lead to job dissatisfaction when
inadequate- When improved they lead to no job dissatisfaction
Series1
MotivationWork Context
Dissatisfaction No Dissatisfaction
No Satisfaction Satisfaction
Hygiene - Am I treated well?• Company policy and administration• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security• …
Dynamics of Hygiene• Psychological basis is avoidance of pain from
the environment• There are infinite sources of pain in the
environment• Improvements have short-term effects• Needs are cyclical in nature• Have an escalating zero point• There is no final answer
Management of the Work Context• Proper Management• Identify type of hygiene• Give hygiene for hygiene purposes• Give hygiene for what hurts• Keep hygiene administration simple• Give it and shut up about it
Motivator factors lead to job satisfaction when present
- When absent there is no job satisfaction
Series1
MotivationJob Context
Dissatisfaction No Dissatisfaction
No Satisfaction Satisfaction
Motivators – Am I used well?• Job satisfaction factors• Achievement• Recognition
• Work itself• Responsibility• Advancement
Dynamics of Motivation• Psychological basis is need for personal
growth• There are limited sources of motivator
satisfaction• Improvements have long term effects• Motivators are additive in nature• Motivator needs have a non-escalating zero
point• There are answers to motivator needs
Management of Motivators• Is hygiene getting in the way?• Technical competence OK?• Are we using people’s capabilities?• All attitudes are proper attitudes• Which behavior is being reinforced and how?
DRIVE
Purpose
• The Surprising • Truth About What • Motivates Us• Autonomy• Mastery• Purpose
Autonomy
Mastery
RSAnimate
Autonomy
DRIVE
Leadership• Growing and Maturing Self-Organizing Teams• Servant Management• Team Dynamics• Coaching• Leading Change• Growth• Reaching Maximum Potential
Leadership vs. Management
Leadership• Establishing direction• Aligning people• Motivating and inspiring
Produces change, often to a dramatic degree, from current state of affairs
Management• Planning and budgeting• Organizing and staffing• Controlling and problem
solving
Produces a degree of predictability and order and has potential to create short-term results.
Where Are We Going?A Change in How We Value and Deal with Customers
Always a Customer Focus• There is only one valid definition of a business
purpose: to create a customer.
Peter Drucker, “The Practice of Management”
Working Closely with Customers• Have a sales philosophy that emphasizes
relationship building• Define a unique niche and become the customer's
expert on it• Help the customer build the customer's own
business• Translate what you offer into the customer's business
results• Value the relationship more than making your quota• Think end-of-time friendships, not end-of-month
totals• Achieve a perfect job of delivering what you've
promised• Provide absolutely impeccable service after the sale
Not Just Serve Customers, Delight Them• Focus the entire
organization• Operate in client
driven iterations• Deliver value to
clients in each iteration
• Transparency• Continuous
improvement
Make Them Raving Fans• Decide what you want
- your vision• Discover what the
customer wants - customer’s vision, will evolve bit by bit
• Deliver plus one percent - and keep doing it.
What about Financials?• Maximizing Shareholder Value• “the dumbest idea in the world” Jack
Welch
• The real market vs. the expectations market
• A reality we have to deal with today
• Take care of customers• Shareholders will be drawn along for a
very nice ride. • The opposite is simply not true
AccelerateA Change in Organization Culture
Change Your Organization Culture
Culture eats strategy for breakfast
A Scrum approachFocus on principles over mechanics
Three Levels of Culture• Observable• Visible, feelable behavior, structures and
processes• Espoused Beliefs and Values• Ideals, goals, values, aspirations• Ideologies• Rationalizations
• Basic Underlying Assumptions• Unconscious, taken-for-granted beliefs
and values
Scrum’s Impact on Current Culture• Empirical management replaces predictive management.• The art of the possible replaces the mandate of the desired.• The desire to be certain is replaced by controlled risk.
• Transparency is value neutral.• Waste, impediments, and dysfunctions are highlighted along with
progress.• Transparency disables politics.
• Authority moves down the organization.• Scrum Teams are self-organizing and self-managing.• Accountability is specific
• More attention and hard choices are required.• What if the project isn’t delivering what is needed for an acceptable
cost?
Organization Culture and Leadership• Leadership is at a crossroads• Leaders driving agility• Leaders being more adaptive to align with agility
• Adapting traditional HR systems like hiring, staffing, reporting, measuring performance, reviews, etc.
• Agile Leaders have to balance:• team self-organization with influence• facilitation with direction• coaching with team learning• failing with delivering• engagement with decision-making
Executive Scrum• Organizational change must be led• Scrum Provides Key Core Values• Our Behaviors Shape and Influence Culture• Fundamental cultural change is really hard
• Enterprise Transition team (ETT) • Led by top person and his/her senior
managers.• ETT uses Scrum and consists of a Product
Owner, Scrum Master, and team.• Changes made by Scrum Rollout teams
Getting the Whole Organization on Board• Don’t just strategize for change – do it now• Pick the right team• Do as I do, not as I say• Engage, don’t mandate• Break habits and make change visible• Management as mentors • Recognize that change is lumpy• Don’t stop
Moving Into the Fast LaneEmbracing a Scrum Attitude within the Whole Organization …For the Long Run
Scrum’s Contribution to Agility
Empirical• Know where you
are• Transparent
increments• Control risk• Frequent releases
Teams• Self-organizing• Cross-functional• Highly productive• Creative
Management• Clear
accountability• Servant
leadership• Transparent
Influencing How Our Customers Interact with Us• Delivering continuous value each iteration• Inspecting and adapting each iteration• Always delighting with the extra 1%
Changing, Inspecting, Adapting…Always Improving• How we plan• Strategically• Financially
• How we value and deal with our customers• How we measure• Always focus on what’s most important• Our customer
Changing, Inspecting, Adapting…Always Improving• How we execute• How we react in crisis mode• How we manage and treat our people• How we compensate• How we run the business• How we sustain our values and culture
In it for the Long-Run• Our world is continuing to change at a faster
rate• There will always be opportunities for
improvement• Take advantage of
them• Embrace Scrum for
your whole organization
• Move into the fast lane. It’s hard work but immensely rewarding
Key Take-Aways
• Understand Scrum as a way to think
• Change your culture through leadership
• Change your people management
• Delight your customers
• Be in it for the long-run
Resources for more information• One More Time: How Do You Motivate Employees?, Fredrick Herzberg
Harvard Business Review, January-February 1968.• The Managerial Choice – To be efficient and to be human Fredrick
Herzberg, Dow Jones-Irwin 1976• Work and the Nature of Man Fredrick Herzberg, New American Library,
Mentor, 1973• The Enterprise and Scrum Ken Schwaber, Microsoft Press, 2007• Organizational Culture and Leadership Edgar H. Schein, John Wiley &
Sons, 2010• The Leader’s Guide to Radical Management Stephen Denning , John
Wiley & Sons, 2010• Developmental sequence in small groups, Bruce W. Tuckman
Psychological Bulletin, Volume 63, Number 6 1965
Resources for more information• Great by Choice Jim Collins and Morten T. Hansen, HarperCollins 2011• The Enterprise and Scrum Ken Schwaber, Microsoft Press, 2007• Software in 30 Days Ken Schwaber and Jeff Sutherland, John Wiley &
Sons, 2012• Drive Daniel H. Pink, Riverhead Books, 2009• The Five Dysfunctions of a Team Patrick Lencioni, Jossey-Bass, 2002• Our Iceberg is Melting John Kotter and Holger Rathgeber, 1st St.
Martin’s Press, 2005• Succeeding with Agile Mike Cohn, Addison Wesley, 2010• http://www.mountaingoatsoftware.com/articles/11-toward-a-catalog-of
-scrum-smells, Mike Cohn
• http://agilepainrelief.com/notesfromatooluser/2008/06/agilescrum-smells.html, Mark Levison
• http://msdn.microsoft.com/en-us/library/dd997578(v=VS.100).aspx, Jeff Sutherland