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Agile Enterprise War Stories

Agile Enterprise War Stories

André Neubauer

May 13, 2014

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  1. @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!
  2. @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
  3. @devpg Agility “My understanding of #agility isn't an efficient IT

    department but an effective overall organisation!“ @devpg → Process, Structure, Culture!
  4. @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)
  5. @devpg Context •  External •  Waterfall •  Bonn •  E-POSTBRIEF

    ➔ Internal (with external support) ➔ Scrum ➔ Berlin ➔ E-POST
  6. @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!
  7. @devpg Degraded by Scrum Learning: You have to have a

    clear view on what‘s the future purpose of management!
  8. @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.
  9. @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!
  10. @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! ;-)
  11. @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!
  12. @devpg Meets Internal Audit People Process over Who has fixed

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

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

    assumption of responsibility! Approach: Ensure process complaince in background (by automation) People Process over
  15. @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“.
  16. @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 ...
  17. @devpg Scrum as Performance Program for IT Attention: Business doesn‘t

    make advantage of „continuous improvement“! Efficiency is nothing without effectiveness!
  18. @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
  19. @devpg The Planning Dilemma “We needs a detailed roadmap for

    the next year!” (Department XYZ) Learning: Questioning need! Some are myth ;-) (Some are not ...)
  20. @devpg Continuous Reprioritization There are always more ideas than teams!

    Prioritization needed! Situation: Continuous reprioritization in order to realize all projects!
  21. @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
  22. @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!
  23. @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!
  24. @devpg Avoid Handle Failure •  Mindset change: Failure → Opportunity

    •  Reduce risks by using techniques like interviews, prototypes, …
  25. @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
  26. @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
  27. @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)?
  28. @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“
  29. @devpg Product Ownership Meets P&L Approach: •  Team of responsibilities!

    (Business & product) •  Separation of tasks based on e. g. T-shape or mid-/ longterm)
  30. @devpg Learnings •  Being agile over doing agile! •  Effectiveness

    over efficiency! •  Process, Structure, Culture!