managing software delivery in the super ... - scrum day europe · v 3.4 © 1993 – 2017 scrum.org...
TRANSCRIPT
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v 3.4 © 1993 – 2017 Scrum.org All Rights Reserved
Managing Software Delivery in the
Super Nova
A story of practical Agile scaling
@ScrumDotOrg 1 Dave West | CEO and Product Owner @davidjwest
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v 3.4 © 1993 – 2017 Scrum.org All Rights Reserved 2
Or…
Surviving in a world of change
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Improving the Profession of
Software Delivery
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v 3.4 © 1993 – 2017 Scrum.org All Rights Reserved
1,650,000+ Open Assessments Taken
117,000+ Professional Scrum Certifications
The Home of Scrum
90% Agile Teams Use Scrum
182 Professional Scrum Trainers
Taught Practiced everywhere 77,000+
+12M Using Scrum Daily
One Scrum Guide
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Would You Have
Predicted These 4
Things ?
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The Agile of Accelerations
• The Market
• Digital Globalization
• Mother Nature
• Climate change, population growth
• Technology (Moores Law)
• Exponential increase in computing power
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Entering the Super Nova
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How Mother Nature Deals With Change (A Metaphor)
•Find your niche and focus on it
•Only the paranoid survive
•Mutate and test
•Thrive on diversity
•Exploit networks
•Always be looking for balance
•Long term outlook with short term focus
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Are our organizations able to respond to change ?
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What are organizations built to do…
• Efficient
• Cost / value
• Thoughtful
• Group decision making
• Hierarchical
• Upward accountability
• Short term
• Quarterly, annual focus
A social unit of people that is structured and
managed to meet a need or to pursue collective
goals. All organizations have a management
structure that determines relationships between
the different activities and the members, and
subdivides and assigns roles, responsibilities,
and authority to carry out different tasks.
Organizations are open systems--they affect and
are affected by their environment.
Read more:
http://www.businessdictionary.com/definition/organi
zation.html
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And Culture Evolved In Response to those characteristics
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“Culture eats strategy for breakfast.”
- Peter Drucker
And…
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“Take The Hill”
It starts innocently enough…
An executive becomes convince that Agile is a good thing...
why not do it everywhere?
A decree is annouced:
“Everyone will be Agile by the end of the year...”
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Irony: Adopting Agile Using A non Agile Approach
15
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“People don't resist change.
They resist being changed.”
– Peter M. Senge
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v 3.4 © 1993 – 2017 Scrum.org All Rights Reserved
Maximizing efficiency of
resource utilization
Maximizing learning and innovation
17
Agile Stalls When Goals Aren’t Aligned
Traditional Agile
Agility Isn’t About Efficiency; Agility Is About Effectiveness
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• … and they often want to plan their “Agile transformation”
• ... with a kind of “military precision”
• X number of people to be trained
• Y number of teams, each with coaches and product owners
• All marching toward the goal of “adopting Agile”
• With regular milestones at which they will measure progress
• Where success = “we are on plan”
18
Traditional Organizations love plans
What could possibly go wrong?
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What’s Really Driving Change?
19
Customer
needs change
Frequent
adaptation is
essential
The Firm
Customer The Firm
Customer
This radical shift in focus
is leading to vast economic, social and political change
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CEO VPs
Middle
Managers
Line Managers
Line Employees
Customers
The Modern Digital Organization
Customers
Delivery Teams
LOB Leaders
CEO
The Traditional Organization
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Complex Problems Require Inspection And Adaptation
Source: Ralph Stacey
University of Hertfordshire, UK
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Deploy and Measure
Build at Least Part Of It
Evaluate Possible Solutions
Understand Desired Outcomes
Identify an Opportunity
22
Inspect and Adapt (Transparency)
Continue
Until
Happy
1
2
3
4
5
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Scrum Framework
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v 3.4 © 1993 – 2017 Scrum.org All Rights Reserved
Nexus™
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Agility Migrates Inward From The Edges
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A
customers
Agility Migrates Inward From The Edges
customers
customers
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Agile Inside a Traditional Organization
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Agile Teams Need Nurturing, Protection, And Support
Project-based
Governance Functional
Hierarchies
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“A leader is best when, after the
work is done, the people say:
we did it ourselves.”
- Lao Tzu
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Self-Organize to Form Teams
What motivates people?
1. Autonomy
2. Mastery
3. Purpose
Source: Daniel H. Pink, Drive: The Surprising
Truth About What Motivates Us, Riverhead
Hardcover, 2009
Form teams naturally with:
• Team members who want change (Opt-in)
• Team members who want to work together (self-organization)
• Mutually-agreed commitments and decision processes (self-direction)
But guided by business goals
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• Leadership Services
• Servant leadership, portfolio management/funding, skill development, governance, …
• Engineering Services
• CI, CD, API management, test automation infrastructure, …
• Measurement Services
• Metrics to help them inspect and adapt …
• Shared Services
• Services needed by non-agile teams as well, e.g. DBA, security, architecture, …
31
What Kinds of Support Do Teams Need?
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Growing Skills To Expand Capacity
Inspect & Adapt!
Team 1
Team 2
Team 1
Team 4
Team 3
Team 1
Team 2
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Communities Connect People Across Teams To Share And Improve
Team 1
Team 2
Team 1
Team 4
Team 3
Team 1
Team 2
Developer
Community
• Share experiences and grow skills through immersion & pairing
• Use peer coaching to share knowledge and increase professionalism, consistency
• Remove common impediments
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How do you know you have won…
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Evidence based measures
Release frequency
Release Stabilization
Cycle Time
Installed Version Index
Usage Index
Innovation Rate
Defect Density
Revenue per Employee
Product Cost Ratio
Employee Satisfaction
Customer Satisfaction
Evidence
Based
Measures
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Closing
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Your Building a Natural System
Find areas of the organization that are ready to change
(usually driven by customer need or market threat)
Recruit people who are ready to change
Help them change by protecting and supporting them
Remove sources of ”heat” and friction
Use the power of communities and peer networks to grow
Focus on evidence to drive success
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The Result is “Transformative”,
But the Process is not a “Transformation”
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Thank You!
@DavidJWest
www.scrum.org