6. Strategy
• Set the organization’s direction
• Encompass company’s vision and mission, as
well as its short- and long-term goals
• The cornerstone of organization design
process
7. Structure
• Determine where formal power and authority
are located
• It comprises the organizational components,
their relationships, and hierarchy
• It is what is shown on a typical organization
chart, including roles and responsibilities
8. Processes
• Structure alone creates barriers
to collaboration
• Lateral capabilities to overcome
(from informal to formal)
9. Rewards
• Metrics help align individual behaviors and
performance with the organizational goals
• Reward and recognition system
communicates what the company values
10. People
• The people (HR) practices create organizational capability from
the many individual abilities resident in the organization
• Different strategies require different people practices in the area
of selection, performance feedback, and learning and development
15. Scrum in the Context
Strategy Product
Organizational
capability
Speed and flexibility
Organizational
design
(explicit) Structure and Processes
(implicit) Rewards and People
19. PerfectionVision
Create the organizational ability to
respond to changes by being able to
deliver or change direction at any time
without additional cost
- Craig Larman
- BasVodde
20. Agility is the ability to create and respond
to change in order to profit in the
turbulent business environment.
An enterprise’s ability to take advantage of
opportunities, respond to challenges, and
to do so while controlling risk.
- Jim Highsmith
- Ken Schwaber
24. M-MGW
We believe that fundamental changes needed in our
minds to succeed with this journey are as follows:
• More people initiative and less top down control
• More team players and less individual heroes
• More courage and less risk avoidance
• More conversations and less one way communication
• More personal growth and less comfort zone
25. My own experience
• Quality crisis
• Responding to change
• “I felt that our organization were like a
school where we learned together”
34. Cross-functional Team
• All skills needed to build
the product
• Balancing specialization
with generalization
• Close cross-functional
collaboration
35. Self-managing Team
Team together has the authority to:
✓Design, plan, and execute their task
✓Monitor and manage their
progress
✓Monitor and manage their process
46. Change!!!
✓ Product Manager is used to “throwing the project over the wall”
and holding engineering responsible for meeting needs.
✓ Scrum puts this responsibility back on the Product Owner and
customers through the inspect and adapt and the Sprint Review.
Make decisions regarding ROI every Sprint end.
53. Fewer Managers?
• Probably yes, with flatter organization
• “My ideal is to have one supervisor for every one
hundred workers” - Ishikawa
• My experience: 3-5 teams for experienced manager,
2-3 teams for new manager
88. “I hate my work, I only
do it for the money, i
don’t want to think for
myself, indeed, I’d rather
just do as little as I can.”
“I like to work, it’s part of
my life, i want to do well,
and I will work hard if
given the responsibility
and recognition I deserve.”
96. “Improving systems and
processes improves the
performance of the
organization.”
“Individual improvement initiatives are most effective when
they are combined with serious efforts toward improving
the work climate, systems, and processes.”
“Improving individuals’
performance improves
organizational performance.”
97. “Remove barriers that rob people in
management and in engineering of
their right to pride in workmanship.
This means, inter alia, abolishment of
the annual or merit rating and of
management by objective”
W. Edwards Deming
100. Metrics for Agile Adoption
• The ratio of fixing work to feature work
• Cycle time
• Number of defects escaping to production
http://www.estherderby.com/2011/10/metrics-for-agile.html
101. Measure Organizational Agility
• Frequency of releases (months)
• Stabilization time for releases
• # of customers on current release
• Time to get small change to customer
• Maintenance as % of development budget
• Total defects
• Customer satisfaction
• Employee satisfaction
107. Culture
• Behavior is the manifestation of
an organization’s culture
• No matter how clearly the
organization’s values are stated,
it is the way that people act that
defines the culture