taking the hype out of agile – realizing/ exploiting the ... · structure technology people prof....
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www.komus.de
Structure Technology PeopleProf. Dr. Ayelt Komus
Taking The Hype Out Of Agile –Realizing/ Exploiting The True
Potentials Of AgilityIn The Automotive Industry
Automotive Agile PEPBerlin
November 23rd, 2017Prof. Dr. Ayelt Komus
@AyeltKomuswww.process-and-project.net
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3www.komus.de | www.heupel-consultants.com© Ayelt Komus / Heupel Consultants
Prof. Dr. Ayelt Komus
• Professor of Organizational Design and Information Systems
• 20+ high-profile studies, 50+ publications, 100+ keynotes/ lectures,
150+ interviews/ media reports
• Co-Initiator of „Modellfabrik Koblenz“ (Model factory Koblenz)
• Scientific director of data center - University of appl. Sc. Koblenz
• Certified Scrum Master (3 organizations)
• Scientific advisory board Heupel Consultants
• Scientific advisory board member „Projektmagazin“
Foto
: N. B
othu
r
Further information www.komus.de
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4www.komus.de | www.heupel-consultants.com© Ayelt Komus / Heupel Consultants
Study reportswww.process-and-project.net/studien
Keynoteswww.komus.de/vortrag
Keynotes, Studies, ...
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5www.komus.de | www.heupel-consultants.com© Ayelt Komus / Heupel Consultants
Agenda
Welcome to the VUCA-World
Finding The Sweet Spots Of Agile
Empirical Results - Status Quo Agile -
From Projects To Ecosystems
The New Role Of Management
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6www.komus.de | www.heupel-consultants.com© Ayelt Komus / Heupel Consultants
Welcome to the VUCA-World
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7www.komus.de | www.heupel-consultants.com© Ayelt Komus / Heupel Consultants
Yes, It‘s A VUCA-World
Uber - the world‘s largest taxi company -owns no cars
Airbnb - the world‘s largest accommodationprovider - owns no property
Facebook - the world‘s most popular mediacompany - creates no content
Nov. 13, 2017: First Digital Pill
Market Capitalization: Apple 7 times
bigger than Siemens Tesla beats Ford
Lisa & Lena (15 years old) have12 million followers on Instagram
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8www.komus.de | www.heupel-consultants.com© Ayelt Komus / Heupel Consultants
VUCA
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Deutsche Post DHL‘s Streetscooter– Success Factor: Agile
“The first electric vehicle could be presented after less than 18 months of
development time.”
“The first prototype was made up of 30% 3D-printed components.”
“Including the future users was a crucial piece of the puzzle for the success“
https://www.researchgate.net/publication/315697846_Der_Post-Streetscooter_Fallstudie_im_Rahmen_des_Projekts_Evolution2Green_-_Transformationspfade_zu_einer_Green_Economy
“[…] development time halved & cost reductions of up to 90%“
“A team of 50 people (average age of 29 years) used the Scrum process, the development process known from software development, for vehicle development.”
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14www.komus.de | www.heupel-consultants.com© Ayelt Komus / Heupel Consultants
Finding The Sweet Spots Of Agile
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Complicated Versus Complex – Stacey Matrix
Simple
LowClarity/
Agreement
ExtensiveClarity/
Agreement
Far fromCertainty
Technology/Method
Chaos
Complex
Complicated
Requirements
Under control
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Complex Versus Complicated
Simpel
LowClarity/
Agreement
ExtensiveClarity/
Agreement
„under control“ unclear/ uncertain
Requirements
Technology/Method
According to: Ralph D. Stacey: Strategic Management And Organisational Dynamic: The Challenge of Complexity
KompliziertTraditionalSector
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Examples Complex Vs. Complicated - Automotive Industry
Simpel
LowClarity/
Agreement
ExtensiveClarity/
Agreement„under control“ unclear/ uncertain
Requirements
Technology/Method
According to: Ralph D. Stacey: Strategic Management And Organisational Dynamic: The Challenge of Complexity
KompliziertTraditionalSector
ReceivablesManagement
ProductionProblems
ComplaintManagement
MaintenanceConcept
Face Lift
New ConceptCar
New Mobility Concept
New Component
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Empirical Results- Status Quo Agile -
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Improvement Of Results And Efficiency
Again, the vast majority of respondents see improvements through agile methods.
Source: Status Quo Agile 2016/2017 www.status-quo-agile.net
for comparisonSQA 2014Yes: 80%No: 7%N.sp.: 13%
(Responses from the categories “Consistently agile", “Hybrid“ and“Selective" – single choice)
73%
12%
15%
Yes No Not specified
n=733
Did the usage of agile methods lead to improved results and efficiency?
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Success Rates Agile Versus Classic PM
Agile methods are also clearly superior regarding Quality of results, Customer satisfaction, and Accuracy of evaluation of progress
Source: Status Quo Agile 2016/2017 www.status-quo-agile.net
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Quality ofresults
Teamwork Planningsecurity
Efficiency Velocity Time tomarket
Ability toinnovate
Customersatisfaction
Accuracy ofevaluationof progress
Overallperformanceof method
Sum of the "very good“ and "good“ ratings
Scrum Kanban Design Thinking Extreme Programming DevOps Lean Feature Driven Development Classic Project Management
n: see individual evaluations*(Responses from the categories “Consistently agile“, “Hybrid“, “Selective“ and
“Consistently classic project management“ – single choice)
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Scrum And IT-Kanban Most Popular
Source: Status Quo Agile 2016/2017 www.status-quo-agile.net
Scrum is still the most common method.DevOps is gaining in importance.
* (incl. Test Driven Development and Pair Programming)(Responses from the categories “Consistently agile", “Hybrid" and
"Selective“ – single choice)
0% 20% 40% 60% 80% 100%
Scrum
Kanban ("IT-Kanban")
Lean
DevOps
Design Thinking
Extreme Programming (XP)*
Feature Driven Development
Lean Startup
Agile Moedling
Usability Driven Development
Adaptive Software Development
Unified Process (incl. RUP, AUP, OUP)
Dynamic System Development Method
Crystal
How important are the following methods for your area?
Very Important to myarea
Is used in my area nextto other methods
Low importance in myarea
Not relevant in my area
No statement
n= 707
n= 705
n= 688
n= 677
n= 683
n= 682
n= 698
n= 668
n= 674
n= 677
n= 668
n= 660
n= 671
n= 675
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2%
3%
3%
4%
8%
14%
16%
27%
28%
31%
35%
40%
42%
47%
61%
0% 10% 20% 30% 40% 50% 60% 70%
Compliance reasons
Demand by market partners
Demand by supplier
Not sure
Other
Everyone does it
Demand by customer
Frustrated with classical project management activities
Improve creativity
Improve predictability
Improve value of products
Improve team morale
Reduce project risk
Improve quality
Improve time to market
Why did your organization decide to work with agile methods?
n=784
Reasons To Use Use Agile Methods
Reduce project Risk
Improve Predictability
Improve Quality
(Responses from the categories “Consistently agile”, “Hybrid” and“Selective” – multiple choice)
Source: Status Quo Agile 2016/2017 www.status-quo-agile.net
Quality, Risk minimization and Predictability are often the motives for using agile methods
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Fields Of Application And Usage
Source: Status Quo Agile 2016/2017 www.status-quo-agile.net
Agile methods are no longer used only in software development
(Responses from the categories “Consistently agile", “Hybrid“ and“Selective" – multiple choice)
90%
21%27%
82%
40%34%
0%
20%
40%
60%
80%
100%
Software-Development Other IT-related topics(for example SAP-projects)
Activities without specificreferences to IT
In which areas do you use agile methods/ project management?
2014 n=387 2016 n=720
without
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23%
68%
8%
0%
33%
60%
7%
0%0%
10%
20%
30%
40%
50%
60%
70%
80%
Verbesserung sehrviel höher als der
Aufwand
Verbesserung höherals der Aufwand
Verbesserunggeringer als der
Aufwand
Verbesserung sehrviel geringer als der
Aufwand
Anteil (alleAnwender)n = 532
Anteil (Anwenderohne IT Bezug)n = 195
…how do you evaluate the improvement compared to the effortof the implementation and usage of agile methods?
Improvement In Relation To Efforts
Improvements higher in comparison to the effortsEven higher for participants without IT background
Improvementmuch higher
Improvementhigher
Improvementlower
Improvementless than the effort
Source: Status Quo Agile 2016/2017 www.status-quo-agile.net
All participants(n= 532)
Participantswithout ITbackground(n= 195)
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From Agile Projects To
Ecosystems
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Understanding The Starting Situation
Speed Boat
Supertanker
Lighthouse Project
Burning Platform
Pilot
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Starting (Specific) Agile Projects
Module Objective Scheduling
Baseline study“Readiness“ - check
Development of agile approachSelection of pilot projectPlanning, instruction and coaching
Development of initial BacklogTraining and provisioning of good practiceIntensive backing at the beginning
1 week
Ensuring of agile approach by context specific advice (Shadow PO / Shadow Scrum Master)Inspect and adapt methodology
1 week
2. Configuration
3. Ramp-Up
1. Analysis
4. Project
2 months
10 months
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Managing Change
Lap 1Process
XY
…Lap 2
Lap 3…
Visionpermanent evolution
Lap n
Evaluation
Evaluation
Evaluation
E-2-EAgileCapa-bilities
… …
……
…
……
… …
…
…
…
…
Source: Komus/Heupel Consultants
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Connection Agile Classic – Practical Examples
Source: Heupel Consultants
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Understanding, Measuring, Positioning
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Agile Culture – How Does My Organization Perform?
Agile Assessment - Status Quo in Relation to the Agile Manifesto
1
2
3
4
5
Individuals and Interactions…
Working Products…
Customer Colaboration…
Responding to Change…
Agile Mindset- In General
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myAgile: Understanding Company Specific Challenges
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myAgile – Development Of The Framework Conditions
Product
Sponsor
Environment
Team Process
December 2016
Within six months, the evaluation of the given framework conditions hasimproved significantly.
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UsingScaled Agile-Approaches
In Hybrid Portfolios
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Agile Scaling Approaches
LeSS
Source: http://less.works
Nexus
Source: Master-Thesis L. Bellon the basis of Nexus (Schwaber et. al.)
SAFe
© Leffingwell – Scaled Agile Framework
Scrum@Scale
Source: Master-Thesis L. Bellon the basis of Scrum@Scale (Sutherland et al.)
Spotify Model
Source: Henrik Kniberg(https://labs.spotify.com/2014/03/27/spotify-engineering-
culture-part-1/)
Team of Teams
On the basis of: S. McChrystal: Team of Teams
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Project Portfolio Management – Synchronized „Heartbeat“
Operative Planning
Strategic Planning(2/year)
March
September
Tactical Planning(4/year)
Based on Felchlin, Basler-VersicherungenInspired by SAFe and Heupel Consultants
Project„Marketplace“
(1/year)
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Simplicity, Simple Visualization, Haptics
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The New Role Of Management- Agilizing The Organization -
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How and When What and Why
Command and Control Guidance and Support
Micro-Management Provide Vision
Carrot and Stick Empower and Inspire Trust
Manage Subordinates Leadership
Bonuses, Rules, Specs Purpose, Autonomy, Mastery
From Management to Leadership
Management (Servant) Leadership
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Understanding My New Role
Source: Heupel Consultants; Idee S. Waschk
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Experience Leadership and Team: „Rope Game“, Ballpoint, …
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Nothing Is Certain In A VUCA-World… (1/2)
Nothing is certain in a VUCA-World, but…
… not changing at all will not be a successful strategy
… change just for the sake of changewon‘t help, either
Find your northern star andyour process of change
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Nothing Is Certain In A VUCA-World… (2/2)
And, don‘t forget…
Change… also stands for vast opportunities
and potentially for fun
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