Assessment of Agile Culture - PVM Tagung · 2019-11-27 · Agile Software Development. Agile...
Transcript of Assessment of Agile Culture - PVM Tagung · 2019-11-27 · Agile Software Development. Agile...
© Fraunhofer IESE
1
Pascal Guckenbiehl & Sven Theobald25.10.2019
Fraunhofer IESE, Kaiserslautern
ASSESSMENT OF AGILE CULTURE
https://jumpgrowth.com/how-to-create-an-agile-culture-in-your-workplace/
© Fraunhofer IESE
2
Doing vs. Being Agile
2
Prozesse Mindset
© Fraunhofer IESE
3
Agile Software Development
Agile Manifesto
Agile Methods / Frameworks(Scrum, XP, Kanban, Crystal, FDD, …)
Agile Principles(Early and continuous delivery of valuable software, Business people and
developers must work together, Welcome changing requirements, Self-organization of the team, Working software is the primary measure of progress, …)
Core Values (Individuals and interactions, Working software, Customer collaboration, Responding to change)
Agile Practices(Simple Design, Continuous Integration, Collective Ownership, Pair Programming, Coding Standards, Refactoring, Testing, ...)
[P. Diebold, T. Zehler, “Find the Right Degree of Agility in Plan-based Processes”, Springer, 2015]
© Fraunhofer IESE
4
Agiles Mindset & Kultur (1/2)
- Schein: Organizational Culture -
[F. Morente, X. Ferràs , O. Žižlavský. (2018) Innovation Cultural Models:
Review and Proposal for Next Steps]
© Fraunhofer IESE
5
Agiles Mindset & Kultur (2/2)
- The Agile Onion -
[https://adamappointments.co.uk/leadership-personal-development/dont-forget-the-outer-layers-of-the-agile-onion-if-you-want-to-create-lasting-change-in-risk/]
© Fraunhofer IESE
6
Kultur als größte Herausforderung
6[VersionOne Survey: 11th annual State of Agile Report]
© Fraunhofer IESE
7
Agile Methoden sind hilfreich für agiles Arbeiten,
… sie sind nicht immer anwendbar bzw. ausreichend.
… kann jedes Team von einem agilen Mindset profitieren.
Motivation
ABER
JEDOCH
© Fraunhofer IESE
8
Hilfestellung für Teams
Viele verschiedene Reifegradmodelle
und Checklisten
Unterschiedliche Ziele
Erfassung des aktuellen Standes
Ableiten von Verbesserungen
Benchmarking
Wenige Modelle adressieren agile Werte
Fokus auf Prozessen
Insbesondere Scrum (Praktiken)
[https://www.crisp.se/gratis-material-och-guider/scrum-checklist]
© Fraunhofer IESE
9
Kontext der Arbeit
Entwicklung arbeitet bereits mehrere Jahre agil
Ziel: Agilität darüber hinaus im Unternehmen verbreiten
Support Team mit Agile vertraut machen, Prozesse beibehalten
Verbesserung durch Erhöhung der kulturellen Agilität
Potenziale aufzeigen und Probleme erkennen
https://www.topdesk.com/de/
© Fraunhofer IESE
10
Agiles Manifest & Modern Agile
https://medium.com/@ahuijsen/scrum-and-the-agile-manifesto-f35fbbd4d0c7
https://medium.com/agile-insights/1-minute-story-introduction-to-modern-agile-7808a0c7e9b8
© Fraunhofer IESE
11
Herleitung der Kriterien
© Fraunhofer IESE
12
Herleitung der Kriterien
© Fraunhofer IESE
13
Erklärung der Kriterien (1/2)
Nr.
Kriterien Erklärung
1 Customer Satisfaction The team does everything possible to satisfy the customer and make them feelappreciated.
2 Fast Response The team minimizes the time between an incoming incident and the firstresponse to it.
3 Use Feedback The team can get feedback provided by the customer and uses it to improveupon.
4 Welcome Change The team is flexible and open to changes/improvements of the process.
5 Frequent ResponseThe team frequently responds to the customer in order to maintain transparencyregarding an incident’s status.
6 Daily Collaboration The team collaborates and communicates daily in order to share information.
7 Motivation (Team) The team is motivated by the way its members work and behave.
8 Motivation (Company) The team is motivated by the way it is treated within the wider company.
9 Trust (Team) The team members trust each other and feel like they are trusted by the others.
10 Trust (Company)The team feels like the company trusts them in doing their job in an appropriateway.
11 Face-to-FaceCommunication
The team members use direct communication whenever possible and can openlytalk about team-related issues.
© Fraunhofer IESE
14
Erklärung der Kriterien (2/2)
Nr.
Kriterien Erklärung
12 Efficiency The team does everything possible to minimize active incidents.
13 PrioritizationThe team prioritizes incidents to always ensure that a customer can successfullywork with the product/software.
14 Agile Values & PrinciplesThe team is aware of the agile values/principles, understands them, and practicesthem, aiming to develop the right mindset.
15 SimplicityThe team keeps things simple and the individuals take the initiative in order toget things done, speed processes up, and create value.
16 Self-Organization The team organizes the way it works on its own and in a democratic way.
17 Empowerment (Team)The team has opportunities (and takes the chance) to come up withimprovements regarding their work practices and structure.
18 Empowerment (Company)
The team has opportunities (and takes the chance) to come up withimprovements regarding the product/software.
19 Knowledge SharingThe team strives to share knowledge in order to achieve a state in which all itsmembers are able so solve most incidents.
20 ReflectionThe team can reflect on how things went in the past (as part of retrospectives orotherwise) and comes up with action points.
21 ImprovementThe team continuously improves based on what has been reflected on andactually fulfills the action points.
© Fraunhofer IESE
15
Level dienen als Anhaltspunkte für Teammitglieder und Coach
Wertungen repräsentieren persönliche Meinungen
Nicht als Kennzahl gedacht oder geeignet
„Shu Ha Ri“ für Coaching-Zwecke
Tool - Bewertungsskala
© Fraunhofer IESE
16
Tool - Visualisierung
1. Individuelle Wertungen pro Person & Kriterium
2. Allgemeine Tendenz pro Person
3. Allgemeine Tendenz pro Kriterium
4. Agilitätslevel insgesamt
© Fraunhofer IESE
17
Anwendung - Methode
Agile Coach sollte sich mit dem Team vertraut machen
Ziel klar definieren (Verbesserung, keine Beurteilung)
Spezifische Kriterien und ggf. Agile allgemein erklären
Durchführung im Meeting mit möglichst allen Teammitgliedern
Moderator für Erklärung, Fragen und Dokumentation, z.B. Agile Coach
Keine Vorgesetzten, um offene und sichere Atmosphäre zu schaffen
Wertung der Kriterien im Stil des „Planning Poker“ von Scrum
Zeit für Diskussion der individuellen Wertungen nach jeder Iteration
Abschließende Retrospektive mit dem Team (Probleme & Lösungen)
© Fraunhofer IESE
18
Anwendung - Ergebnisse
© Fraunhofer IESE
19
Anwendung - Ergebnisse
Wichtigste Erkenntnisse & Besonderheiten
3 dominiert, 2 & 4 oft, 1 & 5 selten/nicht
AC kritischer, z.B. Agile, Self-Org., Change, Motiv., Trust
TL kritischer bzgl. Simp., Emp., Impr. ABER positiver bzgl. Motiv., Trust
Person3 (neuer Mitarbeiter) positiver, z.B. Collab., Motiv.
Insgesamt:
Kundenperspektive = (4) / Cust. Sat., Feedback, Response
Team intern = (2-3) / FtF Com., Change, Motiv., Agile, Simp., Impr.
Bewertung, Diskussion und Zeit mit Team bringen Erkenntnisse
© Fraunhofer IESE
20
Findings & Action Points (1/2)
Nr. Findings Action Points
1 The team needs to build a sense of unity andimprove mutual understanding.
Team events supported by the company.
2 The team needs to openly talk about existing team-related issues in order to resolve them.
Retrospectives led by the agile coach.
3 The team needs to promote direct communication inorder to effectively share information.
Daily stand-ups and ban on non-directcommunication (e.g., chat) whenever possible.
4
The team needs more time to actively learn andimprove.
"Day in Support"-program, which allows employeesfrom Development and Consultancy to occasionallyreplace a service desk team member for one day (toget more insights related to the product) andthereby create some time for the team.
5 The team is unhappy with the noise in their premisesdue to openness to adjacent departments.
Improvement of the premises to guarantee silencewhen needed.
© Fraunhofer IESE
21
Findings & Action Points (2/2)
Nr. Findings Action Points
6 The team wants to improve knowledge managementto enable faster resolution of recurring incidents.
"Day in Support"-program to create time.
7 The team needs to improve on initiative since attimes nobody feels responsible for incomingincidents to a point where the team leader needs toassign them.
Clarification of responsibilities, especially forspontaneously occurring high-priority incidents, e.g.,by creating a corresponding role and distributing itfairly.
8Some team members want to avoid change andthereby hinder an agile transformation.
Further workshops and appreciation of even smallimprovements in order to make the team see thepurpose and benefit of Agile and generally feelcared for.
9 The team misunderstands their performanceappraisal in a way that makes them think it's anindividual matter only based on the number (notcomplexity) of resolved incidents.
Clarification with superiors to assure the team is seenas a unit and appraisal happens (primarily) based onthe overall collective performance and quality of theoutcomes.
10 The team feels understaffed and therefore lessappreciated than other departments who are hiringnew employees constantly.
Clarification of the need for new employees withmanagement and HR to relieve the existing teammembers.
© Fraunhofer IESE
22
Takeaways
Agiler durch Verbesserung von Mindset/Kultur, unabhängig von Domäne/Prozess
Stärken beibehalten und an Schwächen arbeiten (bzgl. Agilität)
Bestehende Probleme erkennen und beheben
Zeit mit dem Team verbringen & Durchführung in gemeinsamer Session
Keine Kennzahlen, lediglich Anhaltspunkte für Verbesserung
Anwendung auf Teams, denkbar auch für ganze Unternehmen
Gezielte Verbesserung bestimmter kultureller Aspekte