The idea of "re-imagining Scrum to re-vers-ify your organisation" as presented by Gunther Verheyen, full-time Scrum Caretaker, at the 2017 LAPS event ('Large Agile Practitioner Summit'). The event was organised at the BMW Classic event forum in Munich by Scrum-events.de.

1. by Gunther Verheyen
Scrum. Connector, writer, speaker,
humanizer.
re.vers.ify
re.imagining your organisation
LAPS - Large Agile
Practitioner Summit
8 March 2017
Munich, Germany

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 1’

5. 5Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
„ agile (adjective) /ˈæʤəl/
Quick and well-coordinated in movement;
Nimble, able to act quickly yet gracefully;
Lively, able to think and understand quickly.
Agile, what’s in a name

6. 6Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
• Agility is an organizational state of constant flux, evolution,
innovation, improvement 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 want 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
In order to transform should we scale,
or should we un-grow first?
What is needed to overcome the growth trap? 1’

9. 9Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
A brief history of organisational design (the growth trap)
Skills
Leadership
GovernanceSkills
Leadership
Functions
Business IT
Management

10. 10Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
The result? The “Big Bang” syndrome.
THE MEDUSA EFFECT
Do NOT touch that!

11. 11Gunther 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. 13Gunther 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)

14. 14Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
„ reversify (verb) /(ˈ)rē+ˈvər-sə-ˌfī/
To formulate anew in verse
To turn (a text) into verse again
To rework (a piece of verse) into a different form
To re.vers.ify is a verb

15. 15Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Product
=
one software
system,
service or
application
Common challenges with Scrum
Product
Owner
1
2
3
4

16. 16Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
• Select a meaningful initiative (project/product/service)
• For the selected initiative:
– Product Backlog is 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

17. 17Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Product
=
a software
system,
service or
application
Grow (1): add products
1
.
P
r
o
d
u
c
t
s

18. 18Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Product
=
A consumer
product or
service
Grow (2): expand ‘product’
1
.
P
r
o
d
u
c
t
s
2. Disciplines

19. 19Gunther 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

20. 20Gunther 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

21. 21Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Product
Owners
synchronize
priorities.
Investment
decisions are
taken
empirically.
Aligning ProductsValue/Budget
Delivered/Forecasted

22. 22Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Think nervous system
Product Hubs
(distribution of)
Leadership
Purpose

23. 23Gunther 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
A shift will happen
Empirical Management

24. Change comes in Increments.
Agility…
• can’t be planned
• can’t be dictated
• has no end-state
• can’t be copied
Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013

25. 25Gunther 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