Product and Process

innovation with Scrum

Geir Amsjø

Agile

Agile

Agile

Agile

Agile

To develop skills and get confident we must dare

to take risks

- just make sure the fall isn´t fatal

Agile

SpaceX Falcon 9 accident on September 1, 2016

Agile 8

I think it’s very important to have a feedback loop, where you’re constantly thinking about what you’ve done and

how you could be doing it better. I think that’s the single best piece of advice: constantly think about

how you could be doing things better and questioning yourself.

Elon Musk

Agile

Agile

AttitudeI never tried that before .. so I am sure I am good at it

Agile

Two kinds of Mindset

11

Fixed Growing

“I am great in sports, but suck in math”

“I have a talent for skiing, but lack ball feeling”

“If I try harder I will get better in maths”

“I need to work on my ball feeling”

“This is the way we do it around here”

“What changes do we need to adapt and to get better”

Agile

The Satir change model

12

Status quo

Foreign element

Instability,

chaos Integ

ratio

n,

prac

tice

New Status quo

Transforming Idea!

Per

form

a nce

Time

Agile

Panic Zone

Growth and learning

13

Comfort Zone

Learning Zone

Agile 14

“Our comforting conviction that the world makes sense rests on a secure

foundation: our almost unlimited ability to ignore our ignorance.”

Agile 15

Agile 16

”The age of Complexity” makes it hard to follow a plan…

… unforeseen events more likely to occur

… everything is interconnected

… the needs of the customers are “abstract”

Agile 17

… so we end up behind schedule

Agile

Agile

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

Agile Principle no 7:http://agilemanifesto.org/principles.html

Agile

Establish a rythm

Daily ScrumRetro

-sp

ectiv

eSp

rint

Revi

ew

Retro

-sp

ectiv

eSp

rint

Revi

ewSp

rint

Plan

ning

PBR

PBR

PBR

PBR

Sprin

t Pl

anni

ng

Stress Level

Agile

Sustainable pace

Stress Level

Scrum

Traditional

Deadline

Agile

Understanding Complexity and Uncertainty

The Cynefin Framework

cognitive-edge.com

Dave Snowden

Agile

Release frequency matters

Cost Value

RISK

Agile

Iterations all the way

Agile

Start-up by systematic learning

Build

MeasureLearn

Product

Data

Ideas

Agile 28

Our aim is to fail faster than anybody else

Daniel Ek, CEO Spotify

Agile

Create a Learning Organisation

GW

Agile

Create a learning organisation

Concept Planning Develop Integrate ReleaseLearn-ing op-

por-tunity

C P I I I I I I I I I I I I I I I I

Agile – Driven by learning

Traditional – One opportunity

C P D I R C P D I R C P D I R

Traditional, project sequence – More opportunities

Agile

Process innovation for Product innovation

Systematically challenge the Status Quo

Debug the Organisation!

Agile 32

Agile 33

A software bug is an error, flaw, failure, or fault in a

computer program or system that causes it to produce an incorrect or unexpected

result, or to behave in unintended ways

Agile 34

CEO

VP Sales VP Marketing VP Accounting VP Operations VP IT

Pre-Sales

Churn

….

Strategy

Service

Campaigns

….

Controlling

Payment

…..

….

Service

Support

Stability

QA

…. SW Development

Architecture

Security

Test

….

Agile

What behavior do we want from our organization?

... and what is impeding that behavior?

Agile 36

An organisational bug is an error, flaw, failure, or fault in the

system that creates friction and impedes the flow of work

Agile

Scrum

38Scrum Master

Agile 39

SW Development

Let´s go agile!

Agile 40

SW Development

Let´s go agile!

Agile

Organizational impediments

Lack of team spirit

“Dear HR manager, do you think we could sit down and discuss how we can get the cross functional teams to work better? Right now the

individual reward system weakens the team spirit”

Agile

Organizational impediments

Slowed down by architecture

“Dear Chief Architect, do you think we could have a discussion about collaboration? Right now we are not able to work fast enough”

Agile

Organizational impediments

Budgeting

“Dear CFO, do you think we could sit down and discuss budgeting? Right now we seem to be committing too early which make it difficult

for us to make changes when we need to”

Agile

Organizational impediments

Friction between development and operations

“Dear Operations Manager, do you think we could sit down and discuss how we can collaborate better and deploy more often to get

faster feedback?”

Agile

Organizational impediments

Lack of common understanding

“Dear CEO, can we please provide Agile training to all stakeholders? Right now we are not aligned with the same understanding of what

we want”

Agile

Organizational impediments

Lack of automation

“Dear Test Manager, do you think we could sit down and discuss how we can automate regression tests so that we safely can deploy more

often?”

Agile

Organizational impediments

Project time pressure

“Dear Project Manager, do you think we could sit down and discuss how we can get enough time available to nurture proper

craftsmanship in order to avoid technical debt?”

Agile 48

Ideation Analysis Planning

Deploy-ment Accep-tance Inte-gration

Need

Debugging the Water-Scrum-Fall

Agile 49

Need

Tada !

Agile

Coaching, courses and services: gamsjo@gmail.com Twitter: @gamsjo

Thank You !