Mike VincentArchitect, ALM and Agile CoachMVA Softwaremikev@mvasoftware.com

Moving Your Organization into the Fast LaneMaking Scrum Stick

Mike VincentOver 25 years as software developer and architectMarketing director, construction project manager and structural engineer previouslyMicrosoft MVP - Visual Studio ALMPassion for community

INETAIASA

Professional Scrum Developer TrainerProfessional Scrum Product Owner

Agenda

Moving Into the Fast Lane

Executing

Accelerate

Change Your Culture

Where Are We Going?

Delighting Customers

Rules of the Road Scrum

Fundamentals

Who’s Driving

Managing People

The On-Ramp

Scaling Scrum

Stuck in Traffic

Are You?

Stuck in TrafficWhere most Agile Implementations Are Today

Collapse of Time

Acceleration of Technology

300 years of change in less than 25

Decreased lead time• To make decisions• To execute• To correct errors

Change

How we make stuff

How we manage people

How we deal with our customers

Financial impact

The Need to be Agile

Change with the times …

Or risk getting run over

We Are Using Scrum

…for software development

So, what about the rest of your organization?

Organizational Gravity

Core business practices have to advance …

Or, even the improvements we have made in software development are compromised …

And we slide back under the waterfall

We’re Just Getting Started

So, you have your software development using Scrum …

The journey is to make your whole organization agile

Rules of the RoadScrum Fundamentals Review

About Agile and Scrum• Agile Software Development is an umbrella term for

approaches to software development that follow the principle of ‘Inspect and Adapt’ and advocate team empowerment

• Scrum is one of several Agile methodologies

The Agile Manifesto

While there is value in the items on the right, we value the items on the left more.

over

over

over

over

Individuals & Interactions

Customer Collaboration

Responding to Change

Working Software

Processes & Tools

Contract Negotiation

Following a Plan

Comprehensive Documentation

Agile Manifesto Principles 1 of 2Our highest priority is to satisfy the customer through early and continuous delivery of valuable software.

Welcome changing requirements, even late in development. Agile processes harness change for the customer's competitive advantage.

Deliver working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale.

Business people and developers must work together daily throughout the project.

Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.

The most efficient and effective method of conveying information to and within a development team is face to- face conversation.

Agile Manifesto Principles 2 of 2Working software is the primary measure of progress.

Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.

Continuous attention to technical excellence and good design enhances agility.

Simplicity--the art of maximizing the amount of work not done--is essential.

The best architectures, requirements, and designs emerge from self-organizing teams.

At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behavior accordingly.

Scrum

(n): A framework within which people can address complex problems, and productively and creatively deliver products of the highest possible value.Scrum Theory• Transparency• Inspection• Adaption

• Lightweight• Extremely simple to

understand• Extremely difficult to master

Scrum Team Roles

Product Owner Scrum Master Development Team

Events

Sprint Planning

Daily Scrum Meeting Sprint Review

Sprint Retrospective

Sprint

Artifacts

Product Backlog Sprint Backlog

Burndown Charts*Increment

* Not defined in Scrum Guide but recommended

Scrum Thinking, Scrum ManagementSolid understanding of the concepts of Scrum

Use to run the whole business

The On-RampScaling Scrum

Scaling Scrum to the Enterprise• One step at a time or everyone in the pool• Yes, it scales• Quality always

• Commitment at the CXO level• It’s not just about projects• Changing old habits• Thinking Scrum

Scaling Scrum • Scale the Scrum Roles• Create One Product Backlog• Proactively Manage Dependencies• Establish an Integration Team• Scrum of Scrums

Taking Scrum Beyond the Fundamentals

Not Scrum High-PerformanceScrum

Scrum

Self-Organizing Teams• Many organizations have not adopted the self-

organizing, team-based aspects of Agile

• Scrum without self-organization and empowerment is a death march, just like waterfall, but an iterative, incremental death march without slack!

Focus on the Customer• Always generating value

• Customer collaboration

• Don’t just serve customers, delight them

A Starter ToDo List

Make Vision and Purpose pervasive Define value

Create a common backlog and prioritize

Shrink work loads

Understand demand

Visualize everything

Reduce corporate constraintsTeam agility

Change leadership style

Rolling wave planning and removing budgets

Try, fail fast, learn amplify

Who’s Driving?A Change in How We Manage and Treat People

Ditching Scientific Management• The Principles of Scientific

Management - Frederick Taylor• Defined man as an extension

of machines and organizations

• Took away much of man’s autonomy

• Converted skilled crafts into simplified jobs

Be Efficient and Be Human• Use people as people• Treat them fairly, with respect• Allow/encourage • Creativity• Autonomy• Purpose• Team work

• Work at a sustainable pace

Productivity through Motivation

KITA - Management by

Motivation or

Management by Movement?

Herzberg’s Motivation-Hygiene TheoryTwo scales to be managed• Motivation - work content• Hygiene - work context

Series1

MotivationWork Context

Dissatisfaction No Dissatisfaction

No Satisfaction Satisfaction

Work context factors lead to job dissatisfaction when

inadequate- When improved they lead to no job dissatisfaction

Series1

MotivationWork Context

Dissatisfaction No Dissatisfaction

No Satisfaction Satisfaction

Hygiene - Am I treated well?• Company policy and administration• Supervision• Interpersonal relations• Working conditions• Salary• Status• Security• …

Dynamics of Hygiene• Psychological basis is avoidance of pain from

the environment• There are infinite sources of pain in the

environment• Improvements have short-term effects• Needs are cyclical in nature• Have an escalating zero point• There is no final answer

Management of the Work Context• Proper Management• Identify type of hygiene• Give hygiene for hygiene purposes• Give hygiene for what hurts• Keep hygiene administration simple• Give it and shut up about it

Motivator factors lead to job satisfaction when present

- When absent there is no job satisfaction

Series1

MotivationJob Context

Dissatisfaction No Dissatisfaction

No Satisfaction Satisfaction

Motivators – Am I used well?• Job satisfaction factors• Achievement• Recognition

• Work itself• Responsibility• Advancement

Dynamics of Motivation• Psychological basis is need for personal

growth• There are limited sources of motivator

satisfaction• Improvements have long term effects• Motivators are additive in nature• Motivator needs have a non-escalating zero

point• There are answers to motivator needs

Management of Motivators• Is hygiene getting in the way?• Technical competence OK?• Are we using people’s capabilities?• All attitudes are proper attitudes• Which behavior is being reinforced and how?

DRIVE

Purpose

• The Surprising • Truth About What • Motivates Us• Autonomy• Mastery• Purpose

Autonomy

Mastery

RSAnimate

Autonomy

DRIVE

Leadership• Growing and Maturing Self-Organizing Teams• Servant Management• Team Dynamics• Coaching• Leading Change• Growth• Reaching Maximum Potential

Leadership vs. Management

Leadership• Establishing direction• Aligning people• Motivating and inspiring

Produces change, often to a dramatic degree, from current state of affairs

Management• Planning and budgeting• Organizing and staffing• Controlling and problem

solving

Produces a degree of predictability and order and has potential to create short-term results.

Where Are We Going?A Change in How We Value and Deal with Customers

Always a Customer Focus• There is only one valid definition of a business

purpose: to create a customer.

Peter Drucker, “The Practice of Management”

Working Closely with Customers• Have a sales philosophy that emphasizes

relationship building• Define a unique niche and become the customer's

expert on it• Help the customer build the customer's own

business• Translate what you offer into the customer's business

results• Value the relationship more than making your quota• Think end-of-time friendships, not end-of-month

totals• Achieve a perfect job of delivering what you've

promised• Provide absolutely impeccable service after the sale

Not Just Serve Customers, Delight Them• Focus the entire

organization• Operate in client

driven iterations• Deliver value to

clients in each iteration

• Transparency• Continuous

improvement

Make Them Raving Fans• Decide what you want

- your vision• Discover what the

customer wants - customer’s vision, will evolve bit by bit

• Deliver plus one percent - and keep doing it.

What about Financials?• Maximizing Shareholder Value• “the dumbest idea in the world” Jack

Welch

• The real market vs. the expectations market

• A reality we have to deal with today

• Take care of customers• Shareholders will be drawn along for a

very nice ride. • The opposite is simply not true

AccelerateA Change in Organization Culture

Change Your Organization Culture

Culture eats strategy for breakfast

A Scrum approachFocus on principles over mechanics

Three Levels of Culture• Observable• Visible, feelable behavior, structures and

processes• Espoused Beliefs and Values• Ideals, goals, values, aspirations• Ideologies• Rationalizations

• Basic Underlying Assumptions• Unconscious, taken-for-granted beliefs

and values

Scrum’s Impact on Current Culture• Empirical management replaces predictive management.• The art of the possible replaces the mandate of the desired.• The desire to be certain is replaced by controlled risk.

• Transparency is value neutral.• Waste, impediments, and dysfunctions are highlighted along with

progress.• Transparency disables politics.

• Authority moves down the organization.• Scrum Teams are self-organizing and self-managing.• Accountability is specific

• More attention and hard choices are required.• What if the project isn’t delivering what is needed for an acceptable

cost?

Organization Culture and Leadership• Leadership is at a crossroads• Leaders driving agility• Leaders being more adaptive to align with agility

• Adapting traditional HR systems like hiring, staffing, reporting, measuring performance, reviews, etc.

• Agile Leaders have to balance:• team self-organization with influence• facilitation with direction• coaching with team learning• failing with delivering• engagement with decision-making

Executive Scrum• Organizational change must be led• Scrum Provides Key Core Values• Our Behaviors Shape and Influence Culture• Fundamental cultural change is really hard

• Enterprise Transition team (ETT) • Led by top person and his/her senior

managers.• ETT uses Scrum and consists of a Product

Owner, Scrum Master, and team.• Changes made by Scrum Rollout teams

Getting the Whole Organization on Board• Don’t just strategize for change – do it now• Pick the right team• Do as I do, not as I say• Engage, don’t mandate• Break habits and make change visible• Management as mentors • Recognize that change is lumpy• Don’t stop

Moving Into the Fast LaneEmbracing a Scrum Attitude within the Whole Organization …For the Long Run

Scrum’s Contribution to Agility

Empirical• Know where you

are• Transparent

increments• Control risk• Frequent releases

Teams• Self-organizing• Cross-functional• Highly productive• Creative

Management• Clear

accountability• Servant

leadership• Transparent

Influencing How Our Customers Interact with Us• Delivering continuous value each iteration• Inspecting and adapting each iteration• Always delighting with the extra 1%

Changing, Inspecting, Adapting…Always Improving• How we plan• Strategically• Financially

• How we value and deal with our customers• How we measure• Always focus on what’s most important• Our customer

Changing, Inspecting, Adapting…Always Improving• How we execute• How we react in crisis mode• How we manage and treat our people• How we compensate• How we run the business• How we sustain our values and culture

In it for the Long-Run• Our world is continuing to change at a faster

rate• There will always be opportunities for

improvement• Take advantage of

them• Embrace Scrum for

your whole organization

• Move into the fast lane. It’s hard work but immensely rewarding

Key Take-Aways

• Understand Scrum as a way to think

• Change your culture through leadership

• Change your people management

• Delight your customers

• Be in it for the long-run

Resources for more information• One More Time: How Do You Motivate Employees?, Fredrick Herzberg

Harvard Business Review, January-February 1968.• The Managerial Choice – To be efficient and to be human Fredrick

Herzberg, Dow Jones-Irwin 1976• Work and the Nature of Man Fredrick Herzberg, New American Library,

Mentor, 1973• The Enterprise and Scrum Ken Schwaber, Microsoft Press, 2007• Organizational Culture and Leadership Edgar H. Schein, John Wiley &

Sons, 2010• The Leader’s Guide to Radical Management Stephen Denning , John

Wiley & Sons, 2010• Developmental sequence in small groups, Bruce W. Tuckman

Psychological Bulletin, Volume 63, Number 6 1965

Resources for more information• Great by Choice Jim Collins and Morten T. Hansen, HarperCollins 2011• The Enterprise and Scrum Ken Schwaber, Microsoft Press, 2007• Software in 30 Days Ken Schwaber and Jeff Sutherland, John Wiley &

Sons, 2012• Drive Daniel H. Pink, Riverhead Books, 2009• The Five Dysfunctions of a Team Patrick Lencioni, Jossey-Bass, 2002• Our Iceberg is Melting John Kotter and Holger Rathgeber, 1st St.

Martin’s Press, 2005• Succeeding with Agile Mike Cohn, Addison Wesley, 2010• http://www.mountaingoatsoftware.com/articles/11-toward-a-catalog-of

-scrum-smells, Mike Cohn

• http://agilepainrelief.com/notesfromatooluser/2008/06/agilescrum-smells.html, Mark Levison

• http://msdn.microsoft.com/en-us/library/dd997578(v=VS.100).aspx, Jeff Sutherland

Questions

?Mike VincentMVA Softwaremikev@mvasoftware.comwww.mvasoftware.net