Implementation Agile/SCRUM in IT organisations at management level. How to make Agile/SCRUM teams successful. Effective change management to improve your IT agility.
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1. Management of Agile / SCRUM teams
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Implementation of
Management Control
Agile / SCRUM teams-version 0.1-
Hans Oosterling
December 2014
Version 0.1 12-Mar-15
2. Management of Agile / SCRUM teams
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Management Control Models
Work outcomes are well
understood before execution
Given well-defined set of
inputs the same outputs are
generated every time
Follow the predetermined
steps to get predefined
results
Frequent inspection and adaption
occurs as work proceeds
Processes are accepted as
imperfectly defined
Outputs are often unpredictable
and unrepeatable
Defined Action Empirical Action
Process
• Product / Services flow
through Resources
One-off (project)
• Resources move to
Product / services
3. Management of Agile / SCRUM teams
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Landscape
Technology
Requirementsunknown
Very uncertainClose to certainty
Known
Simple
– Rational decisions
– Waterfall approach
Complicated
– Complicated decisions
– Transformation
Complex
– Multiple stakeholders
– Political decisions
– Business model change
– Culture change
Chaos
– Too much people involved
– Anarchy, no hope
(Source: Ralph Stacey)
Agileapproach
4. Management of Agile / SCRUM teams
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Success Factors of Agile / SCRUM
Agile / SCRUM
Execution teams
Planning
And
Control
5. Management of Agile / SCRUM teams
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Management Basics for Empirical Actions
-One-off Initiatives-
TIME
- Inevitable time
- Waiting
Deliverables / Results
- Quality
- Functionality
- Non-functional:
- Standards
- Security
Capacity
- Resources
- Skills
- Performance
Typical Management focus of Project Manager:
Timely delivery of Results
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Variation and Variability or uncertainty
TIME
Deliverables / ResultsCapacity
Management attitude:
– First reflex: more capacity
– Second reflex: less results
– Third reflex: later delivery or combination
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Committed Project delivery
Typical Management attitude:
– Bad planning experiences drives out good planning practices
– Parkinson’s Law: work expands so as to fill the time available for its
completion
– Variability and uncertainty buffered by Capacity (underutilization)
IT Delivery
Actual / Forecast
1
Committed time
8. Management of Agile / SCRUM teams
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Management Focus on Project Delivery:
Operational
IT Management:
– Methodology and Standards
– Project Planning and Control
– Exceptions / Escalations
– Status and Progress Monitoring
– Business Alignment
– IT Resources (skills) allocations
– Costs and Funding
Business Management:
– Requirements Management
– Business Case / Project Justification
– Commissioning
– Accept Deliverables / Results
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Management Focus on Project Delivery:
Tactical
IT Management:
– IT Portfolio Management (supply)
– IT Headcount
– …………….
Business Management:
– IT funding (annual budgets)
– IT Portfolio Management (demand)
– ……………...
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Management Focus on Project Delivery:
Strategic
IT Management:
– Make or Buy
– Sourcing
– …………….
Business Management:
– IT Roadmap
– Alignment Strategic Objectives / Business Goals
– Determine Business Value through IT
– ……………...
11. Management of Agile / SCRUM teams
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History of IT Performance Improvements
Functionality
Programming
Techniques
IT Project
Management
Service Centers
CMMi, Lean
SixSigma
Agile
SCRUM
1970 1980 1990 2000 2010
12. Management of Agile / SCRUM teams
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1970 – 1990
Focus on Functionality
Design techniques
1990 – 2000
Organisational Efficiency
Cost Control
2000 – 2010
CMMi, Lean, SixSigma
Cost reduction
2010 onwards
Agile, SCRUM
History of IT Performance Improvements
Impact and Effectiveness
Reasonable effect
Limited effect
No impact, process adjustments without
changing concepts of projects is not successful
Cost reduction impacts IT performance
? Work in Progress, but it’s important to
abandon the concept of projects and take full
process approach (E2E Business, IT
development and IT operations!)
13. Management of Agile / SCRUM teams
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SCRUM Teams in Execution
14. Management of Agile / SCRUM teams
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Transformation from Project oriented to full
Process view (E2E)
Installation SCRUM teams:
Business Product Owner
IT DevOps members
IT Facilities, office, tools etc
How to facilitate, plan and control
SCRUM teams at:
- Operational level
- Tactical level
- Strategic level
15. Management of Agile / SCRUM teams
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Paradigm Shift from Project to Process
Projects
– Push
– Milestone Control
– Resources move to
Products (=project
deliverables)
Analogy to Henry Ford
From Building carriage together Assembly Line
Factory approach
Process
– Pull
– Performance Control
– Products flow through
Resources (SCRUM
teams)
16. Management of Agile / SCRUM teams
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Parts and resources flow to product
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Product flows through Workstations
18. Management of Agile / SCRUM teams
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Factory Approach
Collective ownership of the Factory is needed for success!
Work Break-down complex business requirements (with business
value) into shippable / usable Products
– Collaborative approach
– Primacy with Business
Assembly and Release Planning
– UAT
– Continuity Testing (Business and Technology)
– Collaborative approach
– Primacy with IT
Work
Break-down
and
Production
Planning
SCRUM
SCRUM
SCRUM
SCRUMSCRUM
SCRUM
SCRUM
SCRUM
Assembly
and
Release
Management
19. Management of Agile / SCRUM teams
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Changing IT Management
Factory Approach
Operational
– Methodology and standards
– IT resource allocations to SCRUM teams
– Cost management of SCRUM teams
– Performance Management (Measure and Analysis)
– Defects and Quality
– Reduce uncertainty and variability
– Collaborate on
Work Break-down and Production Planning
Assembly and Release Planning
Tactical
– Funding and Sizing SCRUM teams
– Process / Performance Improvements
– …………
Strategic
– Make – Buy
– Sourcing
– ……….
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Changing Business Management
Factory Approach
Operational
– Business Case / Justification
– Allocate Product Owners
– Business commitment to Product Owners
– Reduce uncertainty and variability
– Collaborate on
Work Break-down and Production Planning
Assembly and Release Planning
Tactical
– Funding IT (annual)
– IT Portfolio Management
– …………
Strategic
– IT Roadmap
– Alignment to Strategic Objectives and Business Goals
– Determine Business Value through IT
– ……….
21. Management of Agile / SCRUM teams
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Change Management Obstacles
IT Organisation
– There is often a culture of fire fighting and ad hoc decisions
– Every delivery is managed as unique result
– IT organisation functionally divided
– Many transfers of responsibilities / work (“don’t blame me” culture)
– ………
Business Management:
– Limited involvement into IT projects
Initiation
Closure
Acceptance of Results
– Changing requirements during execution
– Culture of Powerplay in the business-IT relationship
– ……….
As-is situation is not always clear:
– Ownership of non-functional requirements
– Involvement of other (functional) departments
– Relationship to other developments
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Common Mistakes and Failure to Implement
Process Approach (O-PPOI model)
Changing Process without Redesign
Product Concepts, is bound to Fail
Planning&Control
Primary
Process
Objective
Product
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Process Design starts with clearly
defined Objective(s)
Reduce time-to-market
Increase customer satisfaction
Increase employee satisfaction
Be transparent
Reduce costs of producing
Reduce Overhead costs
No inventory
Be flexible
Less Defects
Reduce maintenance costs / running costs (Cost of Ownership)
………………..
24. Management of Agile / SCRUM teams
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(Factory) Process Design and
Description (1)
Process: Work break-down and Production Planning
Function 1 Function 2 Function 3 Function 4 Function 5 Function 6
Action
Action
Action Action
Action
Action Action
Decision
Step 1
Step 2
Step 3
Step 4
Step 5
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(Factory) Process Design and
Description (2)
RASCI Matrix (Work break-down and Production Planning)
Function 1 Function 2 Function 3 Function 4 Function 5 Function 6
Step 1
Step 2
Step 3
Step 4
Step 5
A/R
R
A
R
A R
IRA
C
S
R: responsible
A: accountable
S : Supporting
C: consulted
I : Informed
S
Sanity Check:
• Two people are
accountable for step 2?
• Who is accountable for
process step 4?
• Who is accountable for
process step 5?
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Operational Excellence
Realise efficient and effective operational processes
Not single focus on cost reduction but also good view on
competitive product delivery
In O-PPOI model: Describe in detail the interpretation of
Operational Excellence and the effects on process design in the
objective definition phase
Define targets or standards for IT performance and how to cope
with variability:
– Buffering with Capacity, time, inventory
………..
27. Management of Agile / SCRUM teams
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Change Management
Designing versus Evolutionary Approach
Organisation is imperfect
Blue print concept
Top-down using abstract
models
Stabile end-solution
One-off linear process
Technical-economical approach
According (agreed) timelines
Experts are in the lead
Organisation has infinite knowledge
Continuous gradual improvements
Bottom-up based on practical
experiences
Improve capacity to change
Iterative process
Social-political approach
Adventure
Stakeholders are in the lead
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Change Management according to Caluwé
What should be the most successful way to transform to process based
organisation?
By nature IT project delivery has a strong history of blue-print thinking!