You will not become agile by implementing scrum

You will not become agile by implementing scrum

• Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions

FUTURE-PROOF YOUR ORGANIZATION

ORGANIZE RESPONSIVENESS by

Jurriaan Kamer

CHALLENGE

What do we often encounter?

Bureaucratic OS language• Rules • Roles • Plans • Reports

Change 0%

Jim

engineer

“sure, but…”

“Can we do scrum?”

Torch boss

So they go for a local implementation

© image by Steve Denning

MarketingFinance

HR Ops

Management is part of a system that prevents them from achieving

the necessary changes

(like getting rid of waterfall)

AGILE ENTERPRISES

photo by Giuseppe Milophoto by Techcrunch

• Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions

Project management + scrum = ?

PROJECTS

WE DON’T JUST DO SCRUM

WE DO WATER -SCRUM

-FALL

Bob project manager

Leon product owner

Bob project manager Mr. PMO

PID PSA

€

“I urgently need a detailed estimate”

“Can’t we just start?”

“But, you promised…!”

“We need another sprint”

“All your projects are late”

“I don’t control the resources”

“We have a great idea!”

“My stakeholders don’t approve”

PROJECTS IN

AGILE ENTERPRISES

Everybody knows why the company

exists and what the priorities are

@agile_cio principle #1

Teams have full autonomy: they decide HOW

to achieve a certain goal

@agile_cio principle #2

No projects No deadlines No approvals

@agile_cio principle #3

You build it, you run it

No handovers@agile_cio principle #4

We don’t need a framework

@agile_cio principle #5

• Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions

MANAGERSWhat management behavior

kills agility?

“I tell people what to do so I stay in control

and I can drive shareholder value”

“I can’t…”“Please attend this urgent meeting”

“This whole scrum thing is very

disappointing”

“Deliver it on the 1st of December even if you have to work weekends!”

MANAGERS IN

AGILE ENTERPRISES

Managers encourage collaboration to solve problems rather than dictating a solution

@agile_cio principle #6

Managers job: designing an optimal environment

where the work can happen and teams can

grow @agile_cio principle #7

Managers are engineers

@agile_cio principle #8

• Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions

What factors mainly influence decision making in corporates?

DECISIONS

Costs, budgets,ROI & Opinions

Decision making is based on

DECISIONS IN

AGILE ENTERPRISES

Making money is the result of

product excellence@agile_cio principle #9

Data-driven instead of HIPPOs

@agile_cio principle #10

• Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions

What is the difference between corporate and agile culture?

CULTURE

Pathological BureaucraticInformation 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

CULTURE IN

AGILE ENTERPRISES

Explicit culture statements, based

on trust@agile_cio principle #11

Failure =

learning =

innovation@agile_cio principle #12

Direct communication instead of

through layers@agile_cio principle #13

“People who say it cannot be done should not interrupt those who

are doing it”@agile_cio principle #14

• Challenge 1. Projects 2. Managers 3. Decisions 4. Culture • Directions

How to get there?

DIRECTIONS

Talk to the executive who feels the pain

1. acknowledge 2. desireable future 3. willingness 4. ability 5. self-knowledge

Evolution or

revolution?

© image by Michael Sahota

Culture bubble

Bring the challenge to the team

€

Let go of people who don’t want to be part of the transition

Agility is not a gem that can be bought.

It’s painful and hard work

1. Projects 2. Managers 3. Decisions 4. Culture

Be prepared to kill old habits

How to become agile?Plan & predict > sense & respond

Command & control > trust and nurture Low empowerement >

high autonomy & high alignment

@AGILE_CIO

WWW.AGILECIO.NET by

Jurriaan Kamer