Agile Lean Europe 2018 - Zurich, 22-24 August 2018. What is an Agile Organization and how transform your company in an Agile Organization with Scrum@Scale.
4. We are uncovering better ways of developing
software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on
the right, we value the items on the left more.
Manifesto for Agile Software DevelopmentProduct
products
product
5. In the old model the focus is the project,
which is at the center, and people
organize themselves in groups around it.
The new model puts the teams at the
center, and the work flows to them.
Stable teams who, with appropriate
coaching and time spent together,
become High Performing.
The Copernican Revolution of Labor
6. « An Agile Organization is one that
is quick in responding to changes in
the marketplace or environment »
Source: https://www.mbaskool.com/business-concepts/it-and-systems/6703-agile-organization.html
7. Agile Organization
Leadership #LikeABoss
JAN 2, 2018 @ 07:35 AM 33,971
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Why Agile Is Eating The World
Steve Denning, CONTRIBUTOR
I write about radical management, leadership, innovation & narrative. FULL BIO
Opinions expressed by Forbes Contributors are their own.
In 2011, Marc Andreessen wrote his famous essay, “Why Software Is Eating the
World,” in The Wall Street Journal, leading to the cliché that “every company needs
to become a software company.” (A useful update by Jeetu Patel on the situation in
2016 is here: “Software is still eating the world.”)
In one way, Andreessen’s 2011 article was remarkably prescient. In 2011, IT firms
were looked down on by Wall Street. Andreessen was telling Wall Street: “Pay
attention! These companies are more valuable than you think they are.” And Wall
Image Wikimedia Commons: Brocken Inaglory
Great white shark at Isla Guadalupe, Mexico.
Why Agile is Eating The World
Jan 2, 2018
In 2011, Marc Andreessen wrote his famous essay, “Why Software Is
Eating the World,” in The Wall Street Journal, leading to the cliché
that “every company needs to become a software company.” In 2018,
the five biggest companies in the world by market capitalization are
IT firms: Amazon, Apple, Facebook, Google and Microsoft. t's not
that all software is eating the world: General Electric has just proved
that in a spectacular fashion: It invested heavily in software and the
result. After five years, the CEO and his top lieutenants were
terminated. Similar developments are under way at Intel, P&G and
HP.
8. «It is Firms that are truly Agile that are
eating the world, whether or not they
call themselves by the label “Agile” »
- Forbes, 2 Jan 2018
9. McKinsey & Company
Source: https://www.mckinsey.com/business-functions/organization/our-insights/the-five-trademarks-of-agile-organizations
January 2018
10. McKinsey & Company
December 2015
https://www.mckinsey.com/business-functions/organization/
our-insights/agility-it-rhymes-with-stability
Agility it Rhymes with Stability
Companies can become more agile by
designing their organizations both to
drive speed and create stability.
11. McKinsey & Company
December 2015
https://www.mckinsey.com/business-functions/organization/
our-insights/why-agility-pays
Why Agility Pays
70% of Agile Companies rank in the top
quartile of organizational health.
85% of the top healthy organizations are
Agile or Startups.
12. Harvard Business Review
12
May-June 2018
https://hbr.org/2018/05/agile-at-scale
Companies that successfully scale up agile see major
changes in their business. Scaling up shifts the mix of
work so that the business is doing more innovation
relative to routine operations. The business is better able
to read changing conditions and priorities, develop
adaptive solutions, and avoid the constant crises that so
frequently hit traditional hierarchies.
By Darrell K. Rigby, Jeff Sutherland, Andy Noble
15. Scale-Free Architecture
• A scale-free network is a network
whose degree distribution follows a
power law, at least asymptotically.
• The most notable characteristic in
a scale-free network is the relative
commonness of vertices with a
degree that greatly exceeds the
average. The highest-degree nodes
are often called "hubs", and are
thought to serve specific purposes
in their networks, although this
depends greatly on the domain.
15
https://en.wikipedia.org/wiki/Scale-free_network
36. Case Study by Paolo Sammicheli
• Form the EAT and create a Transition
backlog
• Form the first small set of Scrum
Teams
• Make them to work well, solving
impediments. This iteratively will
create your “operating model”.
• Scale up extending this “operating
model” to the rest of the company
incrementally.
How do you start
39. Case Study by Paolo Sammicheli
• European IOT Company creating the
next generation house automation
platform, under NDA.
• Very complex product with Software,
Electronics, Mechanical parts, Engines
and Plastics components with design
needs.
• Time pressure from the market
Scrum for Hardware at Scale
Challenge: Many external
suppliers for SW and HW
components with a tight
schedule. How to manage the
complex dependencies?
40. Case Study by Paolo Sammicheli
The project started with a two day
LiftOff (as described in Diana Larsen’s
book) where we shared the Vision,
formed the development teams, defined
the working agreements and created the
backlog with a User Story Mapping.
Whole team alignment
Purpose
Alignme
nt
Context
41. Case Study by Paolo Sammicheli
Organizational Structure
MetaScrumScrum of Scrums
CPO Chief Product Owner
SSM Senior Scrum Master
PO Product Owner
SM Scrum Master
Product
Backlog
42. Case Study by Paolo Sammicheli
• We tried to do our first Sprint Planning projecting the
backlog on the wall from Jira. The result was a boring
meeting with very low energy.
• We asked the teams to behave like a real buffet: you
can't take too little, because it would not be polite, but
you can't take too much because you have to eat
whatever you take
• It resulted in a very energetic meeting where
discussions took place spontaneously; a managed
chaos
• It takes around one hour for the three teams. At the
end of the hour every team shares with the others
what they selected and the CPO checks the table to
see if there are high priority items still there. In that
(very rare) case, teams are asked to volunteer to
replace something they have with the remaining high
priority item
Buffet Planning
43. Case Study by Paolo Sammicheli
Deployment / Review
• Often during the Sprint, the Teams
integrate the product and deploy it
in a dedicated room, used also for
the Joint Sprint Review.
• The different products are installed
in several movable panels. They
can be taken to the team room
during the Sprint for convenience.
• This photo has been taken at the
beginning of the development and
shows the empty panels with no
products.
44. Case Study by Paolo Sammicheli
Results
Cumulative Yesterday’s Weather
0,00
15,00
30,00
45,00
60,00
Sprint 1 Sprint 3 Sprint 5 Sprint 7 Sprint 9 Sprint 11 Sprint 13 Sprint 15 Sprint 17 Sprint 19 Sprint 21 Sprint 23 Sprint 25
Cumulative HQ Teams Yesterday’s Weather
Sprint 8 = 6sp
Sprint 14 = 23sp
Sprint 26 = 55sp
In one Year
x 9.16 faster!
Yesterday’s Weather is the average velocity of the last 3 Sprints