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You will not become agile by implementing scrum

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Many companies have implemented Scrum and are "doing agile." However, many companies struggle to achieve the expected benefits. They will never become truly agile. Why?

Companies only doing Scrum are ill-equipped to overcome organizational impediments like anti-agile company culture, top-down leadership behavior, counter-productive organization structure, and approval processes. These challenges are addressed by doing a deep dive into the DNA differences between traditional companies and Silicon Valley-style digital organizations.

Presentation by Jurriaan Kamer. Read more at www.agilecio.net or follow us on Twitter at @agile_cio.

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You will not become agile by implementing scrum

  1. 1. You will not become agile by implementing scrum
  2. 2. • Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions
  3. 3. FUTURE-PROOF YOUR ORGANIZATION ORGANIZE RESPONSIVENESS by Jurriaan Kamer
  4. 4. CHALLENGE What do we often encounter?
  5. 5. Bureaucratic OS language • Rules • Roles • Plans • Reports
  6. 6. Change 0%
  7. 7. Jim engineer “sure, but…” “Can we do scrum?” Torch boss
  8. 8. So they go for a local implementation © image by Steve Denning Marketing Finance HR Ops
  9. 9. Management is part of a system that prevents them from achieving the necessary changes (like getting rid of waterfall)
  10. 10. AGILE ENTERPRISES
  11. 11. photo by Giuseppe Milophoto by Techcrunch
  12. 12. • Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions
  13. 13. Project management + scrum = ? PROJECTS
  14. 14. WE DON’T JUST DO SCRUM WE DO WATER -SCRUM -FALL
  15. 15. Bob project manager Leon product owner
  16. 16. Bob project manager Mr. PMO PID PSA €
  17. 17. “I urgently need a detailed estimate” “Can’t we just start?”
  18. 18. “But, you promised…!” “We need another sprint”
  19. 19. “All your projects are late” “I don’t control the resources”
  20. 20. “We have a great idea!” “My stakeholders don’t approve”
  21. 21. PROJECTS IN AGILE ENTERPRISES
  22. 22. Everybody knows why the company exists and what the priorities are @agile_cio principle #1
  23. 23. Teams have full autonomy: they decide HOW to achieve a certain goal @agile_cio principle #2
  24. 24. No projects No deadlines No approvals @agile_cio principle #3
  25. 25. You build it, you run it No handovers @agile_cio principle #4
  26. 26. We don’t need a framework @agile_cio principle #5
  27. 27. • Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions
  28. 28. MANAGERS What management behavior kills agility?
  29. 29. “I tell people what to do so I stay in control and I can drive shareholder value”
  30. 30. “I can’t…” “Please attend this urgent meeting”
  31. 31. “This whole scrum thing is very disappointing”
  32. 32. “Deliver it on the 1st of December even if you have to work weekends!”
  33. 33. MANAGERS IN AGILE ENTERPRISES
  34. 34. Managers encourage collaboration to solve problems rather than dictating a solution @agile_cio principle #6
  35. 35. Managers job: designing an optimal environment where the work can happen and teams can grow @agile_cio principle #7
  36. 36. Managers are engineers @agile_cio principle #8
  37. 37. • Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions
  38. 38. What factors mainly influence decision making in corporates? DECISIONS
  39. 39. Costs, budgets,ROI & Opinions Decision making is based on
  40. 40. DECISIONS IN AGILE ENTERPRISES
  41. 41. Making money is the result of product excellence @agile_cio principle #9
  42. 42. Data-driven instead of HIPPOs @agile_cio principle #10
  43. 43. • Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions
  44. 44. What is the difference between corporate and agile culture? CULTURE
  45. 45. Pathological Bureaucratic Information is hidden Information may be ignored Responsibilities are shirked Responsibility is compartmented Failure is covered up Orgs are just and merciful New ideas are crushed New ideas create problems A typology of organisational cultures (Westrum, 2004) Corporate culture at odds with core agile values
  46. 46. CULTURE IN AGILE ENTERPRISES
  47. 47. Explicit culture statements, based on trust @agile_cio principle #11
  48. 48. Failure = learning = innovation@agile_cio principle #12
  49. 49. Direct communication instead of through layers @agile_cio principle #13
  50. 50. “People who say it cannot be done should not interrupt those who 
 are doing it” @agile_cio principle #14
  51. 51. • Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions
  52. 52. How to get there? DIRECTIONS
  53. 53. Talk to the executive 
 who feels the pain 1. acknowledge 2. desireable future 3. willingness 4. ability 5. self-knowledge
  54. 54. Evolution or revolution?
  55. 55. © image by Michael Sahota Culture bubble
  56. 56. Bring the challenge to the team €
  57. 57. Let go of people who don’t want to be part of the transition
  58. 58. Agility is not a gem that can be bought. It’s painful and hard work
  59. 59. 1. Projects 2. Managers 3. Decisions 4. Culture Be prepared to kill old habits
  60. 60. How to become agile? Plan & predict > sense & respond Command & control > trust and nurture Low empowerement > high autonomy & high alignment
  61. 61. @AGILE_CIO WWW.AGILECIO.NET by Jurriaan Kamer

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