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Agile Enterprise War Stories

Agile Enterprise War Stories


André Neubauer

May 13, 2014


  1. @devpg Agile Enterprise War Stories André Neubauer, JAX 2014, Mainz

  2. @devpg Preamble No blaming - Just reviews & learnings! Respect

    - Without the effort to gain agility, there would be no war stories! Don’t repeat - This is not a blueprint, but only my experiences!
  3. @devpg About me “Software engineering enthusiast. Moved to the dark

    side. Now executive and strong advocate on lean leadership. Totally motivated by 'Y'. Loving startup culture.“ @devpg
  4. @devpg Agility “My understanding of #agility isn't an efficient IT

    department but an effective overall organisation!“ @devpg → Process, Structure, Culture!
  5. @devpg The Need For Enterprise Agility Welcome to the post-industrial

    age! “Companies are really being driven by the need for change and innovation instead of doing the same thing year after year better. [...] Companies are having to change from a focus on stability to a focus on being able to change very quickly. [...] What these companies need is to tighten the feedback loop to understand where the market is going.” (Jeff Sussna, WJAX 2013)
  6. @devpg Context •  External •  Waterfall •  Bonn •  E-POSTBRIEF

    ➔ Internal (with external support) ➔ Scrum ➔ Berlin ➔ E-POST
  7. @devpg #12 Stories

  8. @devpg #1 Degraded by Scrum

  9. @devpg Degraded by Scrum Examples: •  “I’m just a Scrum

    Developer.” (former team leader) •  Impediments needs to be approved by management! → Management by control is no longer needed!
  10. @devpg Degraded by Scrum Learning: You have to have a

    clear view on what‘s the future purpose of management!
  11. @devpg #2 Stakeholder Overflow

  12. @devpg Stakeholder Overflow Stakeholder: Als Stakeholder [ˈsteɪkhoʊldɐ] (engl. ‚Teilhaber‘)[1] wird

    eine Person oder Gruppe bezeichnet, die ein berechtigtes Interesse am Verlauf oder Ergebnis eines Prozesses oder Projektes hat.
  13. @devpg Stakeholder Overflow Situation: •  Experts advicing from the outside

    rather than working in the team •  Masked as stakeholder Attention: Veto culture! Solution: Put them in the team!
  14. @devpg #3 Overwhelmed by Speed of Change

  15. @devpg Overwhelmed by Speed of Change Situation: Product changes went

    live without any notification... Protip: As a product guy you should always be better informed about the product than your boss! ;-)
  16. @devpg Overwhelmed by Speed of Change Complication: Information flows are

    difficult, especially in a matrix organization … Result: Lots of newsletters → Find the fine line between information overload and information deficit!
  17. @devpg #4 “People over Process” Meets Internal Audit

  18. @devpg Source: http://www.sonypictures.com/movies/meninblack3/

  19. @devpg Meets Internal Audit People Process over Who has fixed

    that bug? Me! Who allowed you that? Um … well ...
  20. @devpg Meets Internal Audit Context: Doing things right, not doing

    the right things! Task: Integrate cross-departments (Legal, privacy, ...) People Process over
  21. @devpg Meets Internal Audit Attention: Process compliance may limit the

    assumption of responsibility! Approach: Ensure process complaince in background (by automation) People Process over
  22. @devpg #5 Waiting for Big Bang

  23. @devpg Waiting for Big Bang “As long as it’s not

    marketable, I'm not interested.” (VP Product) Lessons learned: Classical businesses often don‘t know the iterative approach. They think in perfect products not in „Beta‘s“.
  24. @devpg #6 Scrum as Performance Program for IT

  25. @devpg Scrum as Performance Program for IT „We need technical

    project management to make the teams performing.” → Rapid implementation of big things is needed! Complication: Incremental over Iterative ...
  26. @devpg Scrum as Performance Program for IT Attention: Business doesn‘t

    make advantage of „continuous improvement“! Efficiency is nothing without effectiveness!
  27. @devpg #7 Doing The Right Things vs. Doing Things Right

  28. @devpg Doing Situation: Strong focus on •  On time delivery

    •  Team utilization Result: Reason for failure: „Doing it wrong“ instead of „Doing the wrong thing“ The Right Things Things Right
  29. @devpg #8 The Planning Dilemma

  30. @devpg The Planning Dilemma “We needs a detailed roadmap for

    the next year!” (Department XYZ) Learning: Questioning need! Some are myth ;-) (Some are not ...)
  31. @devpg #9 Continuous Reprioritization

  32. @devpg Continuous Reprioritization There are always more ideas than teams!

    Prioritization needed! Situation: Continuous reprioritization in order to realize all projects!
  33. @devpg Continuous Reprioritization Learning: Continuous reprioritization leads to standstill! Project

    A Project B Project C Project D Project A Project B Project C Project D Project A Project B Project C Project D Project A Project B Project C Project D
  34. @devpg #10 Avoid Failure, Be Innovative

  35. @devpg Avoid Failure, Be Innovative Situation: Classic business try to

    avoid failure. Most times it‘s part of the company culture. Reason why: Do the same thing year after year better is the core requirement from the industrial age!
  36. @devpg Avoid Failure, Be Innovative Result: •  No learning (because

    failure don‘t happen) •  Failure prevention kills your innovativeness But: There is no success without failure!
  37. @devpg Avoid Handle Failure •  Mindset change: Failure → Opportunity

    •  Reduce risks by using techniques like interviews, prototypes, …
  38. @devpg #11 Passive Product Management

  39. @devpg Passive Product Management PM Team(s) C(X)O Sales Marketing BusDev

    ... Situation: Product management as gateway not creator of the product Complication: Missing product validation
  40. @devpg Market-Driven Product Management Business unit C Team(s) Business unit

    B Team(s) Business unit A Team(s) Passive → Setting-up business units each focussing on a market segment
  41. @devpg #12 Product Ownership meets P&L Responsibility

  42. @devpg Product Ownership Meets P&L Question: Who owns a product

    when you have a strong focus on profit and loss? Business owner (BO) or product owner (PO)?
  43. @devpg Product Ownership Meets P&L Situation: •  No independent decisions

    → Slow decision making processes •  BO: Overruling... •  PO: „Stuck between a rock and a hard place“
  44. @devpg Product Ownership Meets P&L Approach: •  Team of responsibilities!

    (Business & product) •  Separation of tasks based on e. g. T-shape or mid-/ longterm)
  45. @devpg Done!

  46. @devpg Learnings •  Being agile over doing agile! •  Effectiveness

    over efficiency! •  Process, Structure, Culture!
  47. @devpg Thanks for your attention! Any questions? Source: http://www.flickr.com/photos/peterjlambert/97671748/sizes/o/in/photostream/