AO, the future of agile organisations the sap case #3Pierre E. NEIS
The document discusses agile practices for organizations, beginning with an overview of an agile tour in London. It then focuses on values that organizations should prioritize, such as agile methods, organizations, or SAP case studies. The remainder of the document provides ideas and examples for how organizations can transition to being more agile through practices related to processes, tools, infrastructure, and mindset changes.
What's agile? (Scaling agile and dev ops Scotland)Pierre E. NEIS
There is a lot of confusion when people are talking about agile. Last year, I started to gather such information.
This presentation highlights mostly the expectations from non agile people.
The document discusses different perspectives on what "agile" means. It summarizes a survey given to 70 employees that found 47% see agile in terms of behaviors like collaboration and flexibility, while 19% see it as a process and 17% each see it as delivering quantitative results or bypassing the question due to lack of understanding. The document then provides more details on what employees described for each of these perspectives.
This document provides an introduction to agile organization concepts through several stories and models. It discusses how robustness can lead to disaster by using the example of the Titanic, and how responsiveness allows organizations to better react to unexpected changes like "black swan" events. It then presents options for organizational structures like having an organization function like an open space or like a venture capital firm. Key aspects of these models include crowd-like behavior, internal project markets to source ideas, and operating with a light governance structure. The document aims to spark discussion around emerging patterns in agile organizations.
Introduction to agile organisations (ao) NYC, Requisite Agility UnsymposiumPierre E. NEIS
This document discusses the Agile Organizations (AO) model for building agile behavior in organizations. It begins by asking people what "agile" means to them, with most seeing it as a process or methodology. The AO model views organizations as complex adaptive systems and proposes allowing emergent behavior by focusing on alignment, cohesion and separation between organizational agents. It suggests transitioning from a traditional hierarchical structure to more self-directed teams and discusses challenges of applying this model at a global scale. The document promotes the AO model as a way to understand how an organization's system behaves and where changes need to be made.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
The document describes a company's transition to Agile and Lean principles to address issues like a shifting market, slow delivery times, low morale, and cultural divides. It overviews key Agile concepts like customer collaboration, prioritizing by value, and incremental delivery. The company then mapped its value streams, limited work-in-progress, made work visible, and eliminated waste. This resulted in being 40% more efficient with a 95% employee approval rating.
AO, the future of agile organisations the sap case #3Pierre E. NEIS
The document discusses agile practices for organizations, beginning with an overview of an agile tour in London. It then focuses on values that organizations should prioritize, such as agile methods, organizations, or SAP case studies. The remainder of the document provides ideas and examples for how organizations can transition to being more agile through practices related to processes, tools, infrastructure, and mindset changes.
What's agile? (Scaling agile and dev ops Scotland)Pierre E. NEIS
There is a lot of confusion when people are talking about agile. Last year, I started to gather such information.
This presentation highlights mostly the expectations from non agile people.
The document discusses different perspectives on what "agile" means. It summarizes a survey given to 70 employees that found 47% see agile in terms of behaviors like collaboration and flexibility, while 19% see it as a process and 17% each see it as delivering quantitative results or bypassing the question due to lack of understanding. The document then provides more details on what employees described for each of these perspectives.
This document provides an introduction to agile organization concepts through several stories and models. It discusses how robustness can lead to disaster by using the example of the Titanic, and how responsiveness allows organizations to better react to unexpected changes like "black swan" events. It then presents options for organizational structures like having an organization function like an open space or like a venture capital firm. Key aspects of these models include crowd-like behavior, internal project markets to source ideas, and operating with a light governance structure. The document aims to spark discussion around emerging patterns in agile organizations.
Introduction to agile organisations (ao) NYC, Requisite Agility UnsymposiumPierre E. NEIS
This document discusses the Agile Organizations (AO) model for building agile behavior in organizations. It begins by asking people what "agile" means to them, with most seeing it as a process or methodology. The AO model views organizations as complex adaptive systems and proposes allowing emergent behavior by focusing on alignment, cohesion and separation between organizational agents. It suggests transitioning from a traditional hierarchical structure to more self-directed teams and discusses challenges of applying this model at a global scale. The document promotes the AO model as a way to understand how an organization's system behaves and where changes need to be made.
The Secret, Yet Obvious, Ingredient to Sustainable AgilityAhmed Sidky
This was a presentation I gave at Ciklum in Kiev, Ukraine and at ScrumTrek in Moscow, Russia. The presentation discuss the notion of Agile and agility and then talks about what people should do to have sustainable agile. They key to sustainable agile is education. By educated, and changing the mindset of everyone in the company, then you will have sustainable agility. However, if you just focus on strategy, structure, and processes, but don't change the mindset and culture and habits of people it will not be sustainable. The presentation introduces the learning roadmap developed by the International Consortium for Agile (ICAgile) as a path organizations should pursue to engage their people in a common educational journey about agile and agility not Scrum or any particular process.
The International Consortium for Agile (ICAgile) accredits training organizations, corporations, academic institutes and government entities, thereby providing their members with over 20 knowledge-based and competency-based certifications to pursue, based on the ICAgile Learning Roadmap created by experts from around the world.
ICAgile is the only certification and accreditation body to offer knowledge-based and competency-based certifications in every discipline needed to sustain agility in an organization. ICAgile has engaged over 40 International Agile gurus and experts to create the most comprehensive agile learning roadmap.
ICAgile's Learning Roadmap is intentionally designed to focus on the education of agile not on any particular flavor or methodology of agile to ensure that every organization, can utilize the educational roadmap as it matures and customizes it agile processes and practices. ICAgile’s Learning Roadmap includes over 20 different certifications covering the disciplines of Agile Executive Leadership, Agile Coaching and Facilitation, Agile Enterprise Coaching, Agile Project Management and Governance, Agile Value Management and Business Analysis, Agile Software Design and Programming, and Agile Testing.
The document describes a company's transition to Agile and Lean principles to address issues like a shifting market, slow delivery times, low morale, and cultural divides. It overviews key Agile concepts like customer collaboration, prioritizing by value, and incremental delivery. The company then mapped its value streams, limited work-in-progress, made work visible, and eliminated waste. This resulted in being 40% more efficient with a 95% employee approval rating.
The document discusses challenges with strategic execution and proposes leveraging agile principles to address them. It outlines problems like long planning cycles, assumptions, and inability to respond to changes. The presentation then introduces a model for aligning an organization around continuous learning and value delivery. Key aspects include managing decisions, measuring assumptions, and governing the flow of work to validate strategies through rapid delivery of solutions.
This document discusses agile coaching in the 21st century. It provides examples of customers that use agile methods like SAP and Daimler Group. A survey of 200 employees found that most see agile in terms of behaviors like flexibility rather than as a process or results. Agile addresses speed and efficiency, freedom to experiment, and communication/collaboration. Different frameworks are discussed for categorizing systems from simple to complex. Continuous organizational change is at the core of agile coaching. Contact information is provided to join an agile coaching certification program.
An introduction to Agile Organisational ModelPierre E. NEIS
The document proposes an Enterprise Scrum model as an organizational framework for managing companies as complex adaptive systems. The model extends Scrum principles to an enterprise level by dividing work into value streams for value creation, research and development, and business as usual tasks. Teams work within a "safe-to-fail container" to deliver value through short iterations. Their work is aligned at monthly portfolio reviews to ensure coherence with the company's goals. The model aims to foster business agility, faster change, and innovation across all parts of the organization.
Qu'est-ce donc que l'Agilité déjà ?
Quelle est la différence avec Scrum ?
Je fais quoi avec mon Gantt ?
Est-ce que le Web est un bon candidat ?
Pourquoi est-ce que je vis autant de difficultés ?
Par où dois-je commencer ?
Cette introduction (ou ré-introduction) vise les vendus et les désabusés, les initiés et les nouveaux intéressés. C'est un rafraichissement sur l'agilité qui permettra de faire un petit pas en arrière et mieux préparer les prochains. Pour certains, ce sera un retour sur les fondements de l'agilité et pour d'autres ce sera la satisfaction d'une curiosité qui perdure. Avec plus de dix ans d'expérience, l'agilité a maturée mais pourquoi reste-t-elle difficile à maitriser ?
Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l'information depuis plus d'une dizaine d'années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l'ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l'information. Depuis 2008, il se consacre à Lean ainsi qu'à l'agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Agile is an ideal organizational model to manage complex domains, but it does question many structural and cultural assumptions found in a traditional management culture. This presentation shows how transforming a large enterprise towards Agile requires not only a shift in methodology but also a shift in beliefs. We examine the limits of implementing Agile into a traditional enterprise and explore some transformational approaches that address these limits.
From Classroom to Zoom - How to Adapt to Our New Virtual WorldAgile Montréal
This year we have had to reinvent ourselves. Gone are in-person interactions, only to be replaced by the cold glow of our computer monitors. The nature of virtual interaction is inherently different than in-person interaction, and this talk aims to explore just that. We look at how you should approach the two in different ways, and we aim to give you the tools and knowledge you need to successfully lead virtual meetings, training, and work-session with others.
Daniel Tardif
Agile Digital Enterprise is a framework for rapidly developing minimum viable digital solutions through cross-functional collaboration. It emphasizes responding quickly to customer needs, covering all communication layers, and continuous learning. The approach aims to organize resources, innovate, engage customers, address complex systems, and focus on customer-centered development through iteration and empiricism. Using drop-goals of concrete solutions, it helps increase understanding between stakeholders from different areas through action.
#FutureSkillmanagement: Is your workforce fit for the digital transformation?Marc Wagner
More than a third of the desired skill set in 2020 is probably not available in your company today. We’ve got your entire process covered with market best practices, standardized & industry-crafted catalogues, and tools for automation.
The document discusses transitioning to an agile organization in the digital age. It provides definitions and explanations of key concepts related to agility, including that an agile organization can quickly identify and deliver customer needs. It also discusses agile development methodologies like Scrum and challenges with implementing them. The document advocates that true agility requires changes across the entire organization beyond just development teams.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
This document provides an overview of Agile Project Management. It begins by describing some of the limitations of traditional project management approaches, such as long timelines and products becoming outdated. It then introduces Agile Project Management as an alternative approach that allows for flexibility and incorporating feedback throughout the project. Several key aspects of Agile Project Management are summarized, including focusing on short "sprints" of work, daily stand-up meetings, emphasizing customer collaboration, and being able to change direction based on learning. Comparisons are made between Agile and traditional approaches, with Agile noted as particularly suitable for unstable or changing environments.
Agile Auckland agile 101 back to basicsEdwin Dando
This document provides an overview and introduction to agile concepts and Scrum. It begins with the objectives to provide a baseline understanding of agile and discusses why agile principles are needed in contrast to traditional predictive management. It then defines what agile and Scrum are, focusing on transparency, inspection and adaptation. Potential pitfalls of misapplying agile concepts are also covered. The document aims to educate practitioners on doing agile properly through mentored learning and finding the right approach for each situation.
Eoin Woods, CTO at Endava, provides insights into what we mean by agility and explores why successful Agile Transformation initiatives go beyond the development teams, in a whitepaper that discusses the six aspects of an organisation that need to evolve to achieve true agility.
The document discusses modern portfolio management approaches, contrasting them with traditional approaches. It addresses questions around choosing, coordinating, and monitoring projects and initiatives. Traditional portfolio management is described as struggling with these issues due to assumptions of certainty and a mechanistic view of work. Modern approaches emphasize accepting uncertainty, coordinating initiatives at different levels of detail, and managing demand to make best use of limited capabilities. Techniques discussed include using different "flight levels" to coordinate work, using portfolio boards and capacity tokens, applying policies for conflicting demands, and prioritizing work based on cost of delay and urgency.
This document discusses transforming organizations to agile practices. It begins by outlining common goals for going agile such as predictability, quality, and innovation. It then discusses considerations for transformation based on organization size and dependencies. The key aspects for transformation are identified as backlogs, teams, and working tested software. Governance structures, metrics, and teaming strategies are also discussed. Transformation is framed as a journey, and quadrants are used to illustrate where organizations are currently and where they aim to go.
Metrics for Business Agility (whatever that means)Gaetano Mazzanti
The document discusses various topics related to decision making and business agility. It defines different types of decisions, discusses how decisions are made individually and in groups, and how decision making is influenced by organizational culture and domain context. It emphasizes the importance of measuring decisions to understand how an organization works and how to improve business agility through high quality, high velocity decision making and optimizing for flow.
Pitch: A FlowCon 2019, je vous convie à construire ensemble la réponse à cette question dans un "confelier" (conférence introductive de 20 mn + atelier coopératif de 25mn).
3 parties :
1) Agile : une catachrèse
2) businessAgility: un ecosystème observable
3) échanges en format FishBowl
This document provides an overview of agile certifications and the PMI Agile Certified Practitioner (PMI-ACP) certification in particular. It discusses the various certifying bodies that offer agile certifications and describes the requirements, costs, reference materials, and exam content for the PMI-ACP. The exam consists of 120 multiple choice questions covering 50% tools and techniques and 50% agile knowledge and skills. It also provides results from the PMI-ACP pilot program which showed over 500 individuals earned the certification.
Jan de Vries - How to convince your boss that it is DevOps that he wantsAgile Lietuva
- We all know that we could implement DevOps a lot faster if we only would have commitment from our boss. We all know that there is a shiny business case for almost every DevOps implementation
- And we all know that the whole company will reap the benefits regarding speed, agility and stability once we implemented DevOps. Actually, it provides good, fast and cheap at the same time. So, what are we waiting for? What is your boss waiting for? What is C-level waiting for?
- That’s something we will do research on in this workshop. We will also share our research on this from the recent past.
- The workshop starts with a presentation about 7 practices that a company should adopt to be able to apply DevOps.
- The technique that we use is called Appreciative Inquiry. To tackle a problem, it discovers the best practices that work, the reason they work and how these combined practices can be used to avoid the problem ahead and create a strategic change. The aim is to build – or even rebuild – organizations around what works, rather than trying to fix what doesn’t.
- So we want to know what your boss is afraid of and what you have already tried to convince him that he is better off with DevOps. You will leave the workshop with the combined Appreciative Inquiry insights of all the attendees
The product owner and the scrum team. Can one person do this at scale?Derek Huether
Presented at IIBA Baltimore on March 11, 2014. The last 10 years of Agile have focused on the team. The next 10 years of Agile will focus on the enterprise. That said, should the Product Owner continue to be a single person or does it need to evolve as well? Let's cover the basics and then see how LeadingAgile has been successful at leveraging the Product Owner role at scale.
The document discusses challenges with strategic execution and proposes leveraging agile principles to address them. It outlines problems like long planning cycles, assumptions, and inability to respond to changes. The presentation then introduces a model for aligning an organization around continuous learning and value delivery. Key aspects include managing decisions, measuring assumptions, and governing the flow of work to validate strategies through rapid delivery of solutions.
This document discusses agile coaching in the 21st century. It provides examples of customers that use agile methods like SAP and Daimler Group. A survey of 200 employees found that most see agile in terms of behaviors like flexibility rather than as a process or results. Agile addresses speed and efficiency, freedom to experiment, and communication/collaboration. Different frameworks are discussed for categorizing systems from simple to complex. Continuous organizational change is at the core of agile coaching. Contact information is provided to join an agile coaching certification program.
An introduction to Agile Organisational ModelPierre E. NEIS
The document proposes an Enterprise Scrum model as an organizational framework for managing companies as complex adaptive systems. The model extends Scrum principles to an enterprise level by dividing work into value streams for value creation, research and development, and business as usual tasks. Teams work within a "safe-to-fail container" to deliver value through short iterations. Their work is aligned at monthly portfolio reviews to ensure coherence with the company's goals. The model aims to foster business agility, faster change, and innovation across all parts of the organization.
Qu'est-ce donc que l'Agilité déjà ?
Quelle est la différence avec Scrum ?
Je fais quoi avec mon Gantt ?
Est-ce que le Web est un bon candidat ?
Pourquoi est-ce que je vis autant de difficultés ?
Par où dois-je commencer ?
Cette introduction (ou ré-introduction) vise les vendus et les désabusés, les initiés et les nouveaux intéressés. C'est un rafraichissement sur l'agilité qui permettra de faire un petit pas en arrière et mieux préparer les prochains. Pour certains, ce sera un retour sur les fondements de l'agilité et pour d'autres ce sera la satisfaction d'une curiosité qui perdure. Avec plus de dix ans d'expérience, l'agilité a maturée mais pourquoi reste-t-elle difficile à maitriser ?
Martin Goyette
Martin est un professionnel en accompagnement qui sert et conseille le domaine des technologies de l'information depuis plus d'une dizaine d'années (télécommunications, transport, bancaire, syndicat, santé, assurances). À titre de président de la Communauté Agile de Montréal, Martin est fortement impliqué dans la promotion de sa passion et ses croyances. Martin est diplômé de l'ÉTS d’un baccalauréat en génie logiciel et d’une maîtrise en génie, technologies de l'information. Depuis 2008, il se consacre à Lean ainsi qu'à l'agilité et a obtenu plusieurs reconnaissances professionnelles venant certifier son expérience.
Agile is an ideal organizational model to manage complex domains, but it does question many structural and cultural assumptions found in a traditional management culture. This presentation shows how transforming a large enterprise towards Agile requires not only a shift in methodology but also a shift in beliefs. We examine the limits of implementing Agile into a traditional enterprise and explore some transformational approaches that address these limits.
From Classroom to Zoom - How to Adapt to Our New Virtual WorldAgile Montréal
This year we have had to reinvent ourselves. Gone are in-person interactions, only to be replaced by the cold glow of our computer monitors. The nature of virtual interaction is inherently different than in-person interaction, and this talk aims to explore just that. We look at how you should approach the two in different ways, and we aim to give you the tools and knowledge you need to successfully lead virtual meetings, training, and work-session with others.
Daniel Tardif
Agile Digital Enterprise is a framework for rapidly developing minimum viable digital solutions through cross-functional collaboration. It emphasizes responding quickly to customer needs, covering all communication layers, and continuous learning. The approach aims to organize resources, innovate, engage customers, address complex systems, and focus on customer-centered development through iteration and empiricism. Using drop-goals of concrete solutions, it helps increase understanding between stakeholders from different areas through action.
#FutureSkillmanagement: Is your workforce fit for the digital transformation?Marc Wagner
More than a third of the desired skill set in 2020 is probably not available in your company today. We’ve got your entire process covered with market best practices, standardized & industry-crafted catalogues, and tools for automation.
The document discusses transitioning to an agile organization in the digital age. It provides definitions and explanations of key concepts related to agility, including that an agile organization can quickly identify and deliver customer needs. It also discusses agile development methodologies like Scrum and challenges with implementing them. The document advocates that true agility requires changes across the entire organization beyond just development teams.
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
This document provides an overview of Agile Project Management. It begins by describing some of the limitations of traditional project management approaches, such as long timelines and products becoming outdated. It then introduces Agile Project Management as an alternative approach that allows for flexibility and incorporating feedback throughout the project. Several key aspects of Agile Project Management are summarized, including focusing on short "sprints" of work, daily stand-up meetings, emphasizing customer collaboration, and being able to change direction based on learning. Comparisons are made between Agile and traditional approaches, with Agile noted as particularly suitable for unstable or changing environments.
Agile Auckland agile 101 back to basicsEdwin Dando
This document provides an overview and introduction to agile concepts and Scrum. It begins with the objectives to provide a baseline understanding of agile and discusses why agile principles are needed in contrast to traditional predictive management. It then defines what agile and Scrum are, focusing on transparency, inspection and adaptation. Potential pitfalls of misapplying agile concepts are also covered. The document aims to educate practitioners on doing agile properly through mentored learning and finding the right approach for each situation.
Eoin Woods, CTO at Endava, provides insights into what we mean by agility and explores why successful Agile Transformation initiatives go beyond the development teams, in a whitepaper that discusses the six aspects of an organisation that need to evolve to achieve true agility.
The document discusses modern portfolio management approaches, contrasting them with traditional approaches. It addresses questions around choosing, coordinating, and monitoring projects and initiatives. Traditional portfolio management is described as struggling with these issues due to assumptions of certainty and a mechanistic view of work. Modern approaches emphasize accepting uncertainty, coordinating initiatives at different levels of detail, and managing demand to make best use of limited capabilities. Techniques discussed include using different "flight levels" to coordinate work, using portfolio boards and capacity tokens, applying policies for conflicting demands, and prioritizing work based on cost of delay and urgency.
This document discusses transforming organizations to agile practices. It begins by outlining common goals for going agile such as predictability, quality, and innovation. It then discusses considerations for transformation based on organization size and dependencies. The key aspects for transformation are identified as backlogs, teams, and working tested software. Governance structures, metrics, and teaming strategies are also discussed. Transformation is framed as a journey, and quadrants are used to illustrate where organizations are currently and where they aim to go.
Metrics for Business Agility (whatever that means)Gaetano Mazzanti
The document discusses various topics related to decision making and business agility. It defines different types of decisions, discusses how decisions are made individually and in groups, and how decision making is influenced by organizational culture and domain context. It emphasizes the importance of measuring decisions to understand how an organization works and how to improve business agility through high quality, high velocity decision making and optimizing for flow.
Pitch: A FlowCon 2019, je vous convie à construire ensemble la réponse à cette question dans un "confelier" (conférence introductive de 20 mn + atelier coopératif de 25mn).
3 parties :
1) Agile : une catachrèse
2) businessAgility: un ecosystème observable
3) échanges en format FishBowl
This document provides an overview of agile certifications and the PMI Agile Certified Practitioner (PMI-ACP) certification in particular. It discusses the various certifying bodies that offer agile certifications and describes the requirements, costs, reference materials, and exam content for the PMI-ACP. The exam consists of 120 multiple choice questions covering 50% tools and techniques and 50% agile knowledge and skills. It also provides results from the PMI-ACP pilot program which showed over 500 individuals earned the certification.
Jan de Vries - How to convince your boss that it is DevOps that he wantsAgile Lietuva
- We all know that we could implement DevOps a lot faster if we only would have commitment from our boss. We all know that there is a shiny business case for almost every DevOps implementation
- And we all know that the whole company will reap the benefits regarding speed, agility and stability once we implemented DevOps. Actually, it provides good, fast and cheap at the same time. So, what are we waiting for? What is your boss waiting for? What is C-level waiting for?
- That’s something we will do research on in this workshop. We will also share our research on this from the recent past.
- The workshop starts with a presentation about 7 practices that a company should adopt to be able to apply DevOps.
- The technique that we use is called Appreciative Inquiry. To tackle a problem, it discovers the best practices that work, the reason they work and how these combined practices can be used to avoid the problem ahead and create a strategic change. The aim is to build – or even rebuild – organizations around what works, rather than trying to fix what doesn’t.
- So we want to know what your boss is afraid of and what you have already tried to convince him that he is better off with DevOps. You will leave the workshop with the combined Appreciative Inquiry insights of all the attendees
The product owner and the scrum team. Can one person do this at scale?Derek Huether
Presented at IIBA Baltimore on March 11, 2014. The last 10 years of Agile have focused on the team. The next 10 years of Agile will focus on the enterprise. That said, should the Product Owner continue to be a single person or does it need to evolve as well? Let's cover the basics and then see how LeadingAgile has been successful at leveraging the Product Owner role at scale.
Enterprise Architecture: Part II - Actualizing the PracticeFru Louis
The document discusses actualizing an enterprise architecture (EA) practice at an organization. It describes taking EA from low maturity to high maturity through a three phase journey. The phases include socializing the need for EA, gaining executive sponsorship, and establishing the EA program. It also discusses rethinking the IT department as proactive rather than reactive. Building an EA team with core and extended members is recommended. Quick wins should be shown to gain buy-in and adoption should be driven from top-down and bottom-up.
We often get asked why Scrum has only 3 roles, 3 artifacts and 3 ceremonies. In fact, our customers simply want to know why Scrum works. In these slides we try to explain the principles behind the prescriptions of Scrum, in the form of 5 Whys: Why Scrum? Why 3 Roles? Why 3 Artifacts? Why 3 Ceremonies? And Why agile engineering practices support Scrum?
The document provides an overview of Matrix, an IT solutions company, and discusses key concepts of agile project management and how they can be applied to sales. Some key points:
- Matrix is a 31-year-old, privately held IT services company with over 2,300 IT positions filled annually and 1,500 consultants. It has offices across the US and offshore delivery centers.
- Agile principles focus on individuals, interactions, working software, customer collaboration, and responding to change. For sales, these emphasize understanding customer value, tying it to company vision/initiatives, and ensuring quick delivery of value.
- Key agile metrics for sales include customer value, time to deliver value, and
This document discusses the differences between waterfall and agile development approaches for SAP projects. It notes that it is not an "either/or" debate, as both approaches have advantages and neither is suitable for all situations. The document outlines some of the benefits of each approach, such as shorter time to market with agile but more extensive testing and change management with waterfall. It then discusses five fundamentals for becoming more agile with SAP: creating an enabling environment, building an agile development model, using smart bundling strategies, automating processes and shifting testing left, and focusing on culture change.
Agile and CMMI: Yes, They Can Work TogetherTechWell
There is a common misconception that agile and CMMI cannot work together. CMMI is viewed as a documentation heavy, slow, process-driven model—the polar opposite of agile principles. The cost of documentation for an appraisal is viewed as another drawback. Join Ed Weller to see why a large organization chose to use the practices in the CMMI to complement agile, and a formal appraisal to improve and evaluate their performance. When mixing approaches that seem contradictory, the first step is to understand the benefits, drawbacks, and cost of each approach and then identify complementary additions. This includes myth busting the misperceptions about both agile and CMMI. The second step, using a formal CMMI appraisal to evaluate organizational performance, requires an understanding of the CMMI model that goes beyond a “checklist approach” requiring extensive documentation. Using lean principles, the appraisal team minimized “appraisal documentation” by using the day-to-day team output. Ed shows that agile and CMMI can be complementary due to executive leadership, lean implementation, and organization training, as demonstrated by a formal appraisal and business results.
The document discusses measuring agility in large organizations like IBM. It provides an overview of IBM's size and global presence. It then describes IBM's transition to more agile practices like Blue Communities, Agile methods, and tools to improve collaboration across distributed teams. The document evaluates IBM's agility based on a survey and finds that while making progress, IBM scores lower on agility than teams solely focused on agile. It concludes that measuring agility is possible but discusses what truly defines an agile organization.
The document discusses DevOps, which aims to improve collaboration between development and operations teams. It notes past failed attempts to implement systems where operations took 9 months to set up virtual machines but they were not ready for development teams. Similarly, development once spent 2 months on automated deployments but operations still wanted a user interface. The document advocates adopting a DevOps culture and mindset to continuously deliver value to customers by reducing time to market through collaboration between teams and automation. DevOps integrates development and operations to improve productivity and measure application performance.
Here are the estimated story points for the items using Planning Poker:
Spain - 13
China - 13
Luxembourg - 5
Denmark - 8
South Africa - 8 (reference point)
Belize - 3
Personal customer experiences are and will be more and more vital. People to people, but also people to machine. Today, there are several providers of the same services, and the new ones are faster, more flexible, and more personalized in their communications with their customers & users. How do we ensure that we provide the right information to our employees as well as to our customers so they can better serve and increase customer satisfaction?
This webinar will focus on how you as an organization will have to restructure, rethink and redesign your technological platform to support increasing employee- and customer demands.
Key takeaways:
Holistic understanding of how to make a successful cloud transition
Learn why modern organizations excel in customer treatment, productivity, flexibility, and agility
High-level architecture and how and why DevOps changes organizations
This document discusses truths and misconceptions about agile software development. It begins by establishing that agile is more than a high-level concept, and discusses differences between traditional project management and agile principles. Key differences between agile methodologies like Scrum and XP are outlined. The document then addresses common misconceptions about agile and Scrum, establishing truths around topics like planning, fixed-date projects, risk management, rework, and the role of metrics and documentation in Scrum.
Andrew Lukianenko: Role of Project Manager in tech startups (UA)Lviv Startup Club
Andrew Lukianenko: Role of Project Manager in tech startups (UA)
UA Online PMDay 2024 Winter
Website – www.pmday.org/online
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
1. The document discusses testing in an agile context, focusing on Scrum and Kanban methodologies. It describes the roles of product owners, scrum masters, and team members in Scrum.
2. Testing is an integral part of agile projects from the start, with testers involved continuously to provide early feedback. Automated testing is emphasized, with a focus on shifting left to write tests early.
3. Challenges for testers include minimal documentation, early involvement without detailed requirements, and expanded skillsets. Success comes from collaboration, a foundation in core practices like automation, and obtaining continuous feedback.
The document provides an overview of agile and how it relates to business intelligence. It discusses why agile adoption is rising, with 70% of BI solutions failing to meet expectations due to lack of business involvement. It then covers the agile mindset of emphasizing business participation, empiricism, building working software frequently, small team sizes, and transparency. The rest of the document details components of a successful agile execution including defining processes, technology practices, organizational change management, and managing interfaces between agile and non-agile teams.
This is a presentation that was given to the Project Management Institute of Metrolina. The goal is exposure to the fundamental ideas of Lean/Agile/Scrum software development.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
The twelve step to transform your company, Agile Spain 2022Pierre E. NEIS
Some say that the transformation of an agile way of working is a full part of the agile process, but unfortunately not true.
The AO method highlights 5 paradigm shifts to become a real agile organization. These five steps have twelve substeps that allow you to define how far or how agile you want to become and what actions to take.
The document outlines 12 steps to transform a company to an agile organization. It begins with the default situation of an organization not being agile (step 0) and progresses through early agile projects (step 1), implementing scrum (step 5), becoming truly agile (step 8), management shifting to a supportive role (step 9), transforming the entire organization to be agile (step 11), and extending agility throughout the organization (step 12). The 12 steps provide a strategy for bottom-up and top-down transformation of an organization to implement agile practices and mindset.
The document discusses decision making in uncertain times and proposes building responsive organizations. It advocates adopting a swarm organization model with self-organizing teams and porous boundaries. The organization can evolve to adjust to changes by occasionally spinning off teams. This approach resonates with principles of complex system theory, where controlling complex systems is not possible and resilience is needed. Decision making in the new normal requires a collective effort between leaders and skilled workforce. Attending a 2021 decision making workshop is proposed to learn more.
The document discusses running SAP ACTIVATE projects using agile principles. It proposes using Scrum to manage the different phases of ACTIVATE as individual projects. This would involve having a single cross-functional team work through each phase, rather than passing work off between separate teams. It also recommends keeping the same team assigned to the project for its entire duration to maintain knowledge and velocity. Customer engagement should begin in the discovery phase through demonstrations of working software delivered in short iterations.
The document discusses the evolution of requisite organization (RO) to requisite agility (RA) in response to increasing complexity. It describes how RA builds upon RO's initial goal of addressing bureaucracy within hierarchical organizations. A key challenge is balancing robustness against responsiveness to allow organizations to adapt rapidly to unexpected changes like black swan events. The document advocates developing responsive organizations with emergent behaviors through approaches like swarm organization structures.
Digitale Transformationen und Service DesignPierre E. NEIS
"Digitale Transformationen und Service Design"
Beitrag von Pierre E. NEIS (senior agile coach, agile² GmbH)
DIGITAL ist das große Thema. Alle wollen Digitalität einführen und einige Unternehmen wollen sogar „Digitale Unternehmen“ sein - aber viele scheitern. Warum ist das so?
Digital hat nichts mit Technologie zu tun. Technologie unterstützt Digital. Digital bedeutet, dass es keine Distanz zwischen Kunde und Lieferant mehr gibt. Digital bedeutet letztendlich eine neue Art der Beziehung im Massenkonsum, bei der Massen-Customizing statt Massenproduktion beherrscht werden sollte.
Mein Vortrag - oder eher meine Diskussion - handelt über „Service Design und Agile Organisationen“, mit Beispielen aus dem e-Commerce, dem Versicherungswesen und der Einführung Digitaler Strategien in Banken. Im letzten Teil dieser Diskussion demonstriere ich Euch anhand des Models „Agile Digital Enterprise“, wie man versucht dies umzusetzen.
This document discusses the principles of Scrum X as a complex adaptive system. Some key principles discussed include:
- Setting the stage by creating a safe-to-fail container for ideas to come in and decisions to be made over multiple sprints to narrow solutions.
- Ensuring a balance between demands like development and customer experience, as well as between different teams like development and QA.
- Treating people as adults, having the team deliver work each sprint, and inspecting and adapting the process continuously.
This document discusses principles for implementing Scrum at an enterprise level. It outlines 10 basic principles for Scrum, including setting a safe-to-fail container with time-bound sprints, making decisions about what to keep and leave each sprint, balancing demands, and engaging stakeholders. It also discusses setting the sprint pace and treating people as adults with a dedicated stable team sized 5-9 to deliver a clear vision each sprint while inspecting and adapting.
Enterprise Scrum Business Agility Conference Chicago 2017Pierre E. NEIS
This document discusses using an "Agile Animal Farm" metaphor to understand different behaviors in agile teams. It describes various personas represented as farm animals - pigs being fully engaged team members, chickens contributing occasionally, foxes stealing ideas, seagulls just talking, rats deceiving others, cats being lazy, and bulls trying to control work. Playing a game assigning roles helps demonstrate how different personas impact outcomes. Reflecting on behaviors through this metaphor can help improve team dynamics and engagement.
Agile transformation model toward Enterprise ScrumPierre E. NEIS
The document outlines a 5 phase model for an agile transformation towards enterprise scrum. Phase 1 focuses on delivering outcomes on each occasion to create stakeholder conversations. Phase 2 focuses on entry management by a single product owner to ensure constant flow and stakeholder involvement. Phase 3 focuses on reducing capacity to 70-80% rather than 100% to avoid deep diving. Phase 5 focuses on accepting variability while keeping overall system flow, distilling quality across the system, and managing the system rather than individuals. The document advocates for this phased model and welcomes feedback on the approach.
- Read loud the feedbacks
- Ask for clarification if needed
- Thank for the feedback
SM to
draw
team level
Definition of Done
Poster - TEAM LEVEL
This poster will be used by each team to draw their
Definition of Done at the beginning of the workshop.
Process:
- Team members draw or write on the poster their
understanding of what means "Done" for their team
- Consolidate and refine together
- This poster will be shown at the end as team outcome
SM to
draw
Testing Enterprise scrum through Scrum for Program Management in large organisation. Program should be understood as a collection of projects, activities, support and operations moving toward a business related goal. This goal can consist of different natures: time bound, risk bound, etc...
A team is a group of individuals, all working together for a common purpose. This Ppt derives a detail information on team building process and ats type with effective example by Tuckmans Model. it also describes about team issues and effective team work. Unclear Roles and Responsibilities of teams as well as individuals.
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Alexey Krivitsky
Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Dr. Nazrul Islam
Healthy economic development requires properly managing the banking industry of any
country. Along with state-owned banks, private banks play a critical role in the country's economy.
Managers in all types of banks now confront the same challenge: how to get the utmost output from
their employees. Therefore, Performance appraisal appears to be inevitable since it set the
standard for comparing actual performance to established objectives and recommending practical
solutions that help the organization achieve sustainable growth. Therefore, the purpose of this
research is to determine the effect of performance appraisal on employee motivation and retention.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
10. 10
End-to-end process • design and refine the process aligned with Release Roadmap
Collaboration
• enhance Product Owner’s vision with Process Owners/Users
• define Personae and create specific User stories and Themes
• work as a team member of a cross-functional team
Knowledge • Interact with the Business Process community of practice (aka Chapter) to share,
learn and improve standards
Build • set up the standard process as a hypothesis
Measure • set up a Definition-of-Done (DoD) for the E2E process
• collect customer’s/user’s improvement (Sprint Review) and update
• run User Testing workshops to test the hypothesis
• Improve the measures
Visible metrics • Set metrics and capture mechanisms for both Customer and Delivery Teams
• Display metrics so that all the teams share the same wall
• Make it highly visible in the Communication Tool (Jira, Confluence)
Communication &
collaboration
• Use intra-team, web-based collaboration (Jira, Confluence)
Scrum Team Rooms • Secure Scrum Team Rooms for each team; one room per Work stream
• Group Work Stream Rooms in a common location/building
• Use significant wall-space for creative boards and facilitate display of visible
metrics
• Install conference phones, video conference, whiteboards
Customer Lab • Recruit and schedule customers for regular testing
• Use trained facilitators to conduct interviews (Training or Scrum Masters)
• Set up a customer lab with recording equipment
A. PRACTICES
B. PROCESSES
C. TOOLS
D. INFRASTRUCTURE
a
“consulting”
approach
11. 11
Satisfy customer
through early &
continuous
delivery
Agile processes
harness change
Deliver working
software
frequently.
Business people
and developers
must work
together
Build projects
around
motivated
individuals.
Face-to-face
conversation
Working
software is the
primary
measure of
progress
Sponsors,
developers, and
users should be
able to maintain
a constant pace
Continuous
attention to
technical
excellence and
good design
Simplicity--the art of
maximising the
amount of work not
done--is essential.
Self-
organizing
teams
At regular
intervals, the
team reflects how
to become more
effective
manifesto
13. 13
composition of a scrum team
Build the right
thing
Build the
thing right
Build it fast
PROCESS OWNER
DEVELOPER
TESTER
DEL IVERY MANAGER
PRODUCT
OW NER
SCRUM
MASTER
DEV TEAM
14. 14
1 E2e
process
more E2e
processes
more E2e
processes
more E2e
processes
more E2e
processes
component
component
component
component
component
component
component
component
component
component
component
component
component
component
component
sprint
release
<sprint>
<release>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<sprint>
<release> <release> <release> <release>
time
productbacklog
Like for
product
increments,
processes have
to be delivered
incrementally!
E2E Strat.
product roadmap and development strategy
22. 22
1 2 3 4
Distille Agile Mindset
SCRUM
CONTINUOUS
INTEGRATION
DEVOPS
E V OLU TION A RY CHA N GE PROCESS
(IN SP EC T & ADAP T )
100% SCRUM (SHU)
TESTER IN TEAM
RUN COMMITTED
100% SCRUM (HA)
100% AUTOMA. TESTS
RUN PEOPLE IN DEV.TEAM
DEV. TRANSPORTS
AUTOMATICALLY
100% SCRUM (RI)
CONTINUOUS DEPLOYMENT
FULL TEST AUTOMATION
TRANSPORT SEVERAL TIMES A
DAY
2017 20182016
A P R . D E C . Q 3 . Q 1 . .Q 1 . .
24. 24
1 2 3 4
Distille Agile Mindset
SCRUM
CONTINUOUS
INTEGRATION
DEVOPS
E V OLU TION A RY CHA N GE PROCESS
(IN SP EC T & ADAP T )
100% SCRUM (SHU)
TESTER IN TEAM
RUN COMMITTED
100% SCRUM (HA)
100% AUTOMA. TESTS
RUN PEOPLE IN DEV.TEAM
DEV. TRANSPORTS
AUTOMATICALLY
100% SCRUM (RI)
CONTINUOUS DEPLOYMENT
FULL TEST AUTOMATION
TRANSPORT SEVERAL TIMES A
DAY
2017 20182016
A P R . D E C . Q 3 . Q 1 . .Q 1 . .
so so
so so
so so
what?
25. 25
Satisfy customer
through early &
continuous
delivery
Agile
processes
harness
change
Deliver
working
software
frequently.
Business
people and
developers
must work
together
Build projects
around
motivated
individuals.
Face-to-face
conversatio
n
Working
software is
the
primary
measure of
progress
Sponsors,
developers,
and users
should be
able to
maintain a
constant pace
Continuous
attention to
technical
excellence
and good
design
Simplicity--the
art of
maximizing the
amount of work
not done--is
essential.
Self-
organizin
g teams
At regular
intervals, the
team reflects
how to become
more effective
28. 28
contract
blue print validates contract.
expectations: no change. reality:
loosing customer’s engagement
in the hurry
development
poortesting
EXPECTEDDELIVERYDATE
WIN/WIN W E WIN / T HEY L OO SE WE WINS / THEY LOOSE LOOSE/
LOOSE
LOOSE/
LOOSE
Tada!VALUE/EFFICIENCY CURVE
29. 29
C U S T O M D E V E L O P M E N T B A S E D O N C U S T O M E R ’ S
E N G A G E M E N T & C O N T I N U O U S LY I N S P E C T & A D A P T
C Y C L E S
contract
rapid delivery
of standard &
continuous
delivery (test
automation) as
blueprint!
JUSTINTIME,JUSTENOUGH
WIN/WIN CUSTOMER IS ENGAGED: EACH SPRINT
DELIVERS , A TESTABLE INCREMENT.
CUSTOMER DELIVERS C ONSTRUCTIVE
FEEDBACK EACH CYCLE
WIN/WIN
yeah!
VALUE/EFFICIENCY CURVE
W IN/ W IN CUSTO MER DEL IGHT
this is only feasible with strong sap business engagement within the development!
37. 37
structure organisation
Boss
orders
assumption is made
that a single person
has the whole
knowledge
subordinates
execute orders,
managers are
planing and
executing
Leaders
assumption is made that leaders
gives a direction and participants
are focusing to deliver as much
value possible to the organization
38. The situation
38
structure:
focus on
career within
the company:
individual value
organisation: focus on
business value,
customer value
a lot of
decoupled
individual
initiatives
a few high
valuable and
value bringing
initiatives
management
driven
customer driven
39. 39
Self directed Teams (Agile) Traditional Organization
customer-driven management driven
multi-skilled workforce workforce of isolated specialists
few job descriptions Many Job Descriptions
Information widely shared Information limited
Few levels of management Many levels of Management
Whole-business focus Function/department focus
Shared goals Segregated goals
Seemingly chaotic Seemingly organized
Purpose achievement emphasis Problem-solving emphasis
High worker commitment High Management commitment
Continuous improvements Incremental improvements
Self-controlled Management-controlled
Values/principles based Policy/procedure based
organisation structure
Our challenge is to switch the organisation from traditional to self directed
AO
42. 42
Corporate
structure
organisation plays the
game of agile
Robustness
Responsiveness
+
+
-
-
• high control
• high consistency
• growth $$$$
• customer response
• pro activity
• mastery
The path step 1
43. 43
Corporate
structure
organisation plays the
game of agile
Robustness
Responsiveness
+
+
-
-
• high control
• high consistency
• growth $$$$
• customer response
• pro activity
• mastery
The path step 1
orderedrobust
system
disorderedresponsivesystem
44. Step 2
44
Corporate
organisation plays the game
of agile
+
+
-
-
• mostly business-as-
usual work
• admin work
• everything to control
the variability in that
system
• support as commodity
• projects
• programs
• development
• research
• agile support
Managers
Leaders
reduce waste
less managers
45. step 3
45
structure as safe-to-fail boundary
organisation plays the game
of agile
Step 3
light
structure
protecting the
organization from
turbulences allowing
a safe-to-fail
environment
• Company is working
like a venture capital
managing a portfolio
of ventures
• Product Owners of the
organisation are
behaving like
intrapreneurs
• Projects or Programs
are Profit Centres
• Core structure activity
is funding, portfolio
management and
commodity
management.
46. structure as safe-to-fail boundary
step 4
46
organisation plays the game of agile
Step 4just enough flat
structure
• Maturity level is as its
highest level
• 100% empowered and
engaged people
working from
anywhere
• ROWE working model
• Working model is
similar as Open Space
Tech
49. 49
Corporate
structure
organisation plays the
game of agile
Robustness
Responsiveness
+
+
-
-
• high control
• high consistency
• growth $$$$
• customer response
• pro activity
• mastery
• most of management
activities are
automatized
maintains structural status quo against paradigm shift
old
paradigm
new
paradigm
Enterprise Scrum V1
Nexus
50. 50
Corporate
structure
organisation plays the
game of agile
+
+
-
-
this is about doing more from the bad things. “Organization” means creating wealth for the
company and not for the purpose of a functional silo. All activities are cross-functional and
teams are mixed from people of all necessary areas to transform demand into value.
old
paradigm
new
paradigm
finance
marketing
sales
i t
support
55. 55
• For large organization the challenge is to think that this model is not a
transposable pattern.
• Organizational development is continuous. Like when the behaviour of
a single team changes when a new mate is arriving, the whole
organization will change when people are joining, people are leaving
or when the company is merging with another one.
• The Agile Org Model is only helping you to understand how your
“system” is behaving and where you have to take action.
57. paradigm shiftOLD NEW
AO
57
agile VC
D ISCOVERY
AWA K EN RUBIC ON
+ STRUCTURE + ORGANIZATION
agile as
entertainment
agile as
methodology
agile as mindset
agile as
organisation
WWW.AGILESQR.COM
AO - transformation paths