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by Gunther Verheyen
Scrum. Connector, writer, speaker,
humaniser.
re.vers.ify
re.imagining your organisation
Scrum Day UA
11 March 2017
Kiev, Ukraine
2Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Are you using Scrum? 1’
YESNo
Yes, but
“The future state of Scrum will no
longer be called ‘Scrum’. What we
now call Scrum will have become
the norm, and organizations have
re-invented themselves around it.”
Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
4Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Do you remember WHY your
organisation started with Scrum?
Starting with why? 2’
5Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
„ agile (adjective) /ˈæʤəl/
1. Quick and well-coordinated in movement;
Nimble, able to act quickly yet gracefully;
Lively, able to think and understand quickly.
2. The mindset expressed through the values and
principles of the Agile Manifesto.
Some ‘just’ want to be Agile
6Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
• Agility is an organizational state of constant flux, evolution,
innovation, adaptation and re-invention.
• Agility reflects an enterprise’s capability to continuously
adapt, to explore and change direction, to take advantage of
opportunities; to be quick and nimble.
Agility is why most organisations need Scrum
React
Explore
(options)
Lead
(Gunther Verheyen, Agility, actually, 2016)
7Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Agility through Scrum
The Customer’s Experience
8Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
If Scrum itself is so difficult, in order to
transform, will scaling do the job, or
shall we un-grow a bit first?
Simple, not easy
9Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
A brief history of organisational design (the growth trap)
Skills
Leadership
Governance
Functions
Business IT
Executives
Skills
Leadership
13Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
The result? The “Big Bang” syndrome.
THE MEDUSA EFFECT
Do NOT touch that system!
14Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
What’s your organisation’s plan to survive the future? 2’
Big Fat Emperor
A 1000 Paper Cuts
Some Emperor’s Breakfast
The Snake Within
We used to be organised for results.
We then re-organised for functions.
There is a way forward.
16Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
„ reversify (verb) /(ˈ)rē+ˈvər-sə-ˌfī/
1. To formulate anew in verse;
To turn (a text) into verse again;
To rework (a piece of verse) into a different form.
2. To re-emerge an organisation drawing on
people’s imagination.
To re.vers.ify is a verb
17Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
An act of
• Simplicity
• Rhythm
• Focus
For companies wanting to:
• Converge all things ‘Agile’
• Uplift their Scrum
• Emerge, grow, and un-grow
structures
• Innovate (again)
What if you would act for the positive?
re.vers.ify
re.imagining your organisation
(by growing a Scrum Studio)
Re.imagining your Scrum to
re.vers.ify your organisation
19Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Product
=
one software
system,
service or
application
Common challenges with Scrum
Product
Owner
1
2
3
4
20Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
• Select a meaningful initiative (project/product/service)
• For the selected initiative:
– Use Product Backlog as your plan
– Reset your accountabilities:
• Product Owner
• Scrum Master
• Development Team(s)
– Facilitate with tools, infrastructure and a (team) space
• Create release candidates every 1-4 weeks
– Through a controlled and automated deployment pipeline
Re.imagine your Scrum
21Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Product
=
a software
system,
service or
application
Growing Scrum (1): add products
1
.
P
r
o
d
u
c
t
s
22Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Product
=
A consumer
product or
service
Growing (2): expand ‘product’
1
.
P
r
o
d
u
c
t
s
2. Disciplines
23Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
1. Product Management and product delivery are organized
separately but connected through the Product Owner.
Delivering products with Scrum
Product
Sales
Marketing
Delivery
Strategy
Financials
…
Scrum
Owner
24Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
2. Product Management and product delivery are integrated in
a Product hub. Product Owner is the product-CEO.
Re.imagining Scrum
Product
Sales
Marketing
Delivery
Strategy
Financials
…
Owner
Scrum
25Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Product
Owners
synchronize
priorities.
Investment
decisions are
taken
empirically.
Aligning ProductsValue/Budget
Delivered/Forecasted
26Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Think nervous system
Product Hubs
(distribution of)
Leadership
Purpose
27Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
The common approach
• Overtime
• Low quality
• More resources
• Harder deadlines
• The interventionist manager
• More plans
• Rush, not reflect
• Committed, focused, engaged
people
• Increased team effectiveness
through collaboration,
autonomy & self-organization
• Skills, practices & standards
• Infrastructure, tooling &
automation
• Removal of Impediments
• Elimination of low value
Managing to make it happen
The unusual suspects
28Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Adding a feedback loop for empirical management
Measure
Facilitate
• Skills, Knowledge,
Understanding
 Product managers
 Managers
 Developers
• Practices, Tools, Standards
‘Scrum’
‘Agility’
29Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Value
InnovationAdaptability
Managing for Agility
Key Agility Areas
Release Cadence
Release Stabilization
(‘Done-ness’)
Lead/Cycle Time
Dead Code Index
Feature Usage Index
Feature Turnover Rate
Product Turnover Rate
Financial Returns
Employee Engagement
Customer Satisfaction
30Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Predictive Management
• Long-term detailed plans
• Assign and control work
• Maximize capacity
• Keep all on schedule
• Meeting and report driven
• Step in to fix all problems
• Provide external motivators
($, career)
• Purpose, goals, vision
• Foster the environment
• Remove Impediments
• Attend Sprint Reviews
• Share incremental feedback
• Manage for value
• Autonomy, mastery,
purpose
Shifts happen
Empirical Management
Agility…
• can’t be planned
• can’t be dictated
• has no end-state
• can’t be copied
Grow your own model.
Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
32Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
About
Gunther Verheyen
Independent Scrum Caretaker
• eXtreme Programming and Scrum since 2003
• Professional Scrum Trainer
• Shepherded Professional Scrum at Scrum.org
• Co-created Agility Path, Nexus and Scaled
Professional Scrum framework at Scrum.org
• Author of “Scrum – A Pocket Guide” (“Scrum
Wegwijzer”, “Scrum Taschenbuch”)
Mail gunther.verheyen@mac.com
Twitter @Ullizee
Blog http://guntherverheyen.com

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Scrum Day UA 2017 - re-vers-ify

  • 1. by Gunther Verheyen Scrum. Connector, writer, speaker, humaniser. re.vers.ify re.imagining your organisation Scrum Day UA 11 March 2017 Kiev, Ukraine
  • 2. 2Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Are you using Scrum? 1’ YESNo Yes, but
  • 3. “The future state of Scrum will no longer be called ‘Scrum’. What we now call Scrum will have become the norm, and organizations have re-invented themselves around it.” Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
  • 4. 4Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Do you remember WHY your organisation started with Scrum? Starting with why? 2’
  • 5. 5Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee „ agile (adjective) /ˈæʤəl/ 1. Quick and well-coordinated in movement; Nimble, able to act quickly yet gracefully; Lively, able to think and understand quickly. 2. The mindset expressed through the values and principles of the Agile Manifesto. Some ‘just’ want to be Agile
  • 6. 6Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee • Agility is an organizational state of constant flux, evolution, innovation, adaptation and re-invention. • Agility reflects an enterprise’s capability to continuously adapt, to explore and change direction, to take advantage of opportunities; to be quick and nimble. Agility is why most organisations need Scrum React Explore (options) Lead (Gunther Verheyen, Agility, actually, 2016)
  • 7. 7Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Agility through Scrum The Customer’s Experience
  • 8. 8Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee If Scrum itself is so difficult, in order to transform, will scaling do the job, or shall we un-grow a bit first? Simple, not easy
  • 9. 9Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee A brief history of organisational design (the growth trap) Skills Leadership Governance Functions Business IT Executives Skills Leadership
  • 10. 13Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee The result? The “Big Bang” syndrome. THE MEDUSA EFFECT Do NOT touch that system!
  • 11. 14Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee What’s your organisation’s plan to survive the future? 2’ Big Fat Emperor A 1000 Paper Cuts Some Emperor’s Breakfast The Snake Within
  • 12. We used to be organised for results. We then re-organised for functions. There is a way forward.
  • 13. 16Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee „ reversify (verb) /(ˈ)rē+ˈvər-sə-ˌfī/ 1. To formulate anew in verse; To turn (a text) into verse again; To rework (a piece of verse) into a different form. 2. To re-emerge an organisation drawing on people’s imagination. To re.vers.ify is a verb
  • 14. 17Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee An act of • Simplicity • Rhythm • Focus For companies wanting to: • Converge all things ‘Agile’ • Uplift their Scrum • Emerge, grow, and un-grow structures • Innovate (again) What if you would act for the positive? re.vers.ify re.imagining your organisation (by growing a Scrum Studio)
  • 15. Re.imagining your Scrum to re.vers.ify your organisation
  • 16. 19Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Product = one software system, service or application Common challenges with Scrum Product Owner 1 2 3 4
  • 17. 20Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee • Select a meaningful initiative (project/product/service) • For the selected initiative: – Use Product Backlog as your plan – Reset your accountabilities: • Product Owner • Scrum Master • Development Team(s) – Facilitate with tools, infrastructure and a (team) space • Create release candidates every 1-4 weeks – Through a controlled and automated deployment pipeline Re.imagine your Scrum
  • 18. 21Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Product = a software system, service or application Growing Scrum (1): add products 1 . P r o d u c t s
  • 19. 22Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Product = A consumer product or service Growing (2): expand ‘product’ 1 . P r o d u c t s 2. Disciplines
  • 20. 23Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee 1. Product Management and product delivery are organized separately but connected through the Product Owner. Delivering products with Scrum Product Sales Marketing Delivery Strategy Financials … Scrum Owner
  • 21. 24Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee 2. Product Management and product delivery are integrated in a Product hub. Product Owner is the product-CEO. Re.imagining Scrum Product Sales Marketing Delivery Strategy Financials … Owner Scrum
  • 22. 25Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Product Owners synchronize priorities. Investment decisions are taken empirically. Aligning ProductsValue/Budget Delivered/Forecasted
  • 23. 26Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Think nervous system Product Hubs (distribution of) Leadership Purpose
  • 24. 27Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee The common approach • Overtime • Low quality • More resources • Harder deadlines • The interventionist manager • More plans • Rush, not reflect • Committed, focused, engaged people • Increased team effectiveness through collaboration, autonomy & self-organization • Skills, practices & standards • Infrastructure, tooling & automation • Removal of Impediments • Elimination of low value Managing to make it happen The unusual suspects
  • 25. 28Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Adding a feedback loop for empirical management Measure Facilitate • Skills, Knowledge, Understanding  Product managers  Managers  Developers • Practices, Tools, Standards ‘Scrum’ ‘Agility’
  • 26. 29Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Value InnovationAdaptability Managing for Agility Key Agility Areas Release Cadence Release Stabilization (‘Done-ness’) Lead/Cycle Time Dead Code Index Feature Usage Index Feature Turnover Rate Product Turnover Rate Financial Returns Employee Engagement Customer Satisfaction
  • 27. 30Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee Predictive Management • Long-term detailed plans • Assign and control work • Maximize capacity • Keep all on schedule • Meeting and report driven • Step in to fix all problems • Provide external motivators ($, career) • Purpose, goals, vision • Foster the environment • Remove Impediments • Attend Sprint Reviews • Share incremental feedback • Manage for value • Autonomy, mastery, purpose Shifts happen Empirical Management
  • 28. Agility… • can’t be planned • can’t be dictated • has no end-state • can’t be copied Grow your own model. Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
  • 29. 32Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee About Gunther Verheyen Independent Scrum Caretaker • eXtreme Programming and Scrum since 2003 • Professional Scrum Trainer • Shepherded Professional Scrum at Scrum.org • Co-created Agility Path, Nexus and Scaled Professional Scrum framework at Scrum.org • Author of “Scrum – A Pocket Guide” (“Scrum Wegwijzer”, “Scrum Taschenbuch”) Mail gunther.verheyen@mac.com Twitter @Ullizee Blog http://guntherverheyen.com

Editor's Notes

  1. „ reversify /(ˈ)rē+ˈvər-sə-ˌfī/ -verb: To formulate anew in verse To turn (a text) into verse again To rework (a piece of verse) into a different form
  2. Depending in the source, 70-90% of all Agile teams worldwide say they are doing Scrum. It is reasonable to assume not all have the same skills and expertise in Scrum. It is a great foundation however to build on. Scrum is becoming the norm for software development. What would it hold to turn your ‘yes, but’ into a ‘yes, and’?
  3. My belief. My dream. My goal. Because I care for Scrum. I care for people. I care for how Scrum is used by people.
  4. Being nimble. From “Scrum - A Pocket Guide”: Agility can’t be planned; Agility can’t be dictated; Agility has no end-state. Read more at https://guntherverheyen.com/2016/12/05/agility-actually/
  5. Eternal growth? Every mountain has a peak. Want to go fast? Try downhill. Fast growth is rare. How to turn back the clock, and still move forward?
  6. The Big Fat emperor. Because your organisation is just... Big? A 1000 paper cuts. Because other organisation are faster? One cut won’t hurt you much. But you can die from a 1000 cuts. The emperor’s breakfast. Because other organisations are just... Big? The Snake biting its own tail: self-destruct. Because you like endless series of restructurings? Because you like re-doing your org chart? On a weekly basis?
  7. Re-connecting the work force, customers, managers, leaders, inventors, innovators, daily business
  8. The scope of Scrum is a product. Scrum requires good delivery practices, tools and environments, covering development, testing and deployment to be performed by the Development Team. Scrum requires a product owner, preferably to be provided by the business side of the organisation. One Product Owner can do it all, when business skills are added to the Development Team. Scrum requires a Scrum Master to be fostering en educating the team(s) and its environment.
  9. Scrum requires product ownership, which is to be provided by the business side of the organisation.
  10. From “Scrum – A Pocket Guide”: At a portfolio or program level, the planning and implementation of several products may need to be aligned and synchronized. For each product a Product Backlog exists with one Scrum Team or multiple Scrum Teams to create and sustain it. From the accountabilities of Scrum it is clear that alignment and synchronization are undertaken on the Product Backlogs by the Product Owners. Product Backlogs are ordered on an additional program or portfolio factor. The Product Owners, thereby assisted and facilitated by the organization, incrementally manage their Product Backlogs on the basis of shared information and shared progress.
  11. Many definitions of Done focus only on development activities, where such activities in themselves hold no guarantee on high quality.
  12. Read the paper by Gunther Verheyen, “Empirical Management Explored”, https://www.scrum.org/Portals/0/Documents/Community%20Work/Empirical-Management-Explored.pdf At company level: CEO = Product Owner. Additionally, a Scrum Master is needed (CIO). These are peer roles.
  13. Change comes in Increments. Thrive on discovery Involve the people doing the hard work Continuous adaptation is the purpose Grow your own model
  14. Gunther Verheyen (gunther.verheyen@mac.com) is a longtime Scrum practitioner. Gunther left consulting in 2013 to partner with Ken Schwaber. He shepherded the Professional series of Scrum.org, while also leading its European operations. In 2016 Gunther decided to further his path as an independent Scrum caretaker. Gunther ventured into IT and software development after graduating in 1992. His Agile journey started with eXtreme Programming and Scrum in 2003. Years of dedication followed, of using Scrum in diverse circumstances. As from 2010 Gunther became the inspiring force behind some large-scale enterprise transformations, and a Professional Scrum Trainer with Scrum.org. Gunther left consulting in 2013 to partner with Ken Schwaber, Scrum co-creator, at Scrum.org. He shepherded the ‘Professional Scrum’ series, worked with Scrum.org’s global network of Professional Scrum Trainers, and is co-creator to Agility Path and the Nexus framework for Scaled Professional Scrum. As from 2016 Gunther continues his journey of Scrum as an independent Scrum caretaker. In 2013 Gunther published the acclaimed book “Scrum – A Pocket Guide (a smart travel companion)”. Ken Schwaber recommends his book as ‘the best description of Scrum currently available’ and ‘an extraordinarily competent book’. In 2016 the Dutch translation of his book was published as “Scrum Wegwijzer (Een kompas voor de bewuste reiziger)”. In 2017 the German translation will be published as “Scrum Taschenbuch”. When not travelling for Scrum and professionalism, Gunther lives and works in Antwerp (Belgium). More? About: https://guntherverheyen.com/about/ Testimonials: https://guntherverheyen.com/testimonials/ Meet Gunther at an event: https://guntherverheyen.com/events/ Join Gunther in a class: https://guntherverheyen.com/courses/