Über improuv
Enablementist für uns der wichtigste Gradmesser für unseren Erfolg. Wir sind davon überzeugt, dass Kernfunktionen auf Dauer durch das Management und die Mitarbeiter unserer Kunden ausgefüllt werden müssen.
Umsetzungund Konzeption gehören zusammen. Gute Konzepte werden idealerweise von Praktikern erstellt und bewähren sich in der Praxis. Konzeption und Umsetzung sind bei einer agilen Vorgehensweise iterativ verschränkt.
Agile EvolutionDer Übergang zu Agilität ist kein einmaliges Projekt, sondern ein Paradigmenwechsel. Mit Agile Evolution haben wir ein systematisches Vorgehen bei der Einführung, Umsetzung und Bewertung von Agilität entwickelt.
§ The growing scope§ What works and what doesn‘t§ Change of viewpoints§ Becoming a product§ The rise of commodity§ Beyond the frameworks
Agenda
The growing scope
The growing Scope of Agile
Agile inAutomotive Scrum:
adapting lean for software
Agile Manifesto Business Agilityone concept
DigitalizationAgile Product Development
Agile Leadership
XP:Cracking the code for effective software development
Business Agility
Agile is• Business Development• Organization Design• Organization Development• Human Resources• ...
Product/Production Agility
Software Agility
Merging with Related Concepts
Von Brian Robertson and Co ny Holacracy One –https://app.glassfrog.com/organizations/5, CC-BY 4.0, https://commons.wikimedia.org/w/index.php?curid=52788818
Decisionse.g. Holacracy
Beyond Budgeting
Network andHierarchy
What works and whatdoesn‘t
Structures: Flow over Silos
§ Managing value streams comesfirst
§ Make sure line management doesnot get into the way
§ Then start disseminating thechanges in role models andculture
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Leadership: Management Dimensions
§ Separate Product Ownership andLine Management
§ Product OwnershipManage flow, not people
§ Make line managers coachtheir people
§ Enable people:favor catalyst leadership
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Focus Enable
Align
Empower
Governance: Success Factors
§ Provide a safe environment§ Shared purpose§ Common understanding§ One team§ Autonomy and
Accountability
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I‘m glad we all agree I‘m glad we all agree
oh ... aaah ...
Pitfalls
§ Mixed message§ Old organization gets in the way§ Lack of authenticity
§ Lack of Leadership§ Technocratic implementation§ Shopfloor only
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Culture
InternalizedBeliefs
Expressed Behaviour
Experiences
Values and Principles
Change of viewpointsAgility integrates with Strategy
The Evolution of products (Wardley Mapping)
Bagdad-Battery AC generator(Hippolyte Pixii, 1832)
Dynamo MaschineSiemens, 1866)
220Vtoday
Genesis Handcraft Product Commodity
Evolution
Properties of a Map
Step 7: Strategic play or the art of thinking
Components have their own evolution phase
CCD Sensor
Genesis Handcraft Product Commodity
Evolution
Mobile phone
Cameraphone
Operating System
Visi
bilit
y
Emerging Practices
GoodPractices
Best Practices
New types of Markets and Environments24
Agile Lean Six Sigma
Pionieers Settlers Town Planners
Practices
Methods
People
Genesis Handcraft Product Commodity
Agile is becoming a product
• Understand your supply / value chains | architecture and productstructure
• Develop adequate governance models• Flow over Silos
• Invert the matrix• Augment Learning
• Create stable feature teams• Foster self organization, responsibility and learning
• Create a lean portfolio• Drive actively maturity• Measure, learn, repeat
Enterprise Playbook(c) improuv GmbH 201926
Understand your Roles Become an Agile Leader
• Be authentic• Trust People• Create a safe space• Become a Catalyst
Lead• Set the right goals – start with Why• Request accountability
Leader‘s Playbook(c) improuv GmbH 201927
Playbook Chapters / Phases
Transition
▪ Schrittweise Verankerung der Agilität in der Organisation
▪ Operative Steuerung durch das Transition Team
▪ Ausrichtung der Organisationsstruktur an Wertschöpfungsketten
Evolution
▪ Veränderung ist wesentliches Konstruktionselement der Organisation
▪ Optimierung der Lern- und Veränderungsfähigkeit der Organisation
Readiness
▪ Entwickeln eines gemeinsamen Zielbilds
▪ Schaffen der organisatorischen und strukturellen Rahmenbedingungen
▪ Commitment der Organisation beteiligten Manager
The rise of commodity
DACH30 Standards
§ Vier Rollen§ Drei Kompetenzstufen§ Gemacht von und für große
Unternehmen
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https://next-level-working.com
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SAFe 5.0
Measure& GrowBusiness Agility
System Team
Lean UX
Metrics
Vision
Milestones
CoP
Roadmap
Shared Services
Core Values
Lean-AgileMindset
SAFe ProgramConsultant
ImplementationRoadmap
SAFe Principles
Capability
Enabler
SolutionDemo
SolutionDemo
SolutionDemo
SolutionDemo
PostPr
e
Supplier
PostPr
e
SOLUTIONTRAIN
LARGE SOLUTION
NFRs
Solution Backlog
Kan
ban
MBSE
Compliance
Set-Based
VariableFixed
PORTFOLIO
Portfolio BacklogNFRsK
anba
n
Lean Budgets
Guardrails
Epic
EnablerEpic
KPIs
Value Streams
CoordinationStrategicThemes
PortfolioVision
Enterprise Government
ContinuousExploration
ContinuousIntegration
ContinuousDeployment
Continuous Delivery Pipeline
AGILE RELEASE TRAIN
Releaseon Demand
Built-InQuality
SolutionContext
Solution
ProgramBacklog
NFRs
Kan
ban
Kanban
Scrum
XP• Plan• Execute• Review• Retro DevOps
Customer Centricity
Design Thinking
ESSENTIAL
PI P
lann
ing
Program Increment Program Increment
PI P
lann
ing
PI P
lann
ing
IP It
erat
ion
IP It
erat
ion
CD
CI
CE
CD
CI
CE
System DemosSystem Demos
Enabler
Feature
Feature
Story
Story
System DemosSystem Demos
GoalsGoals GoalsGoals
IterationsIterationsArchitecturalRunwayNFRs
TeamBacklogs Leffingwell, et al. © Scaled Agile, Inc.
C
A
LM
R
PI Objectives
Enabler
Lean-Agile Leadership
N
OrganizationalAgility
AgileProductDelivery
EnterpriseSolutionDelivery
Team andTechnical
Agility
Lean PortfolioManagement
ContinuousLearning
Culture
Business | Dev | Ops | Support
Agile Teams
BusinessOwners
ProductMgmt
SystemArch/Eng
RTE
ScrumMaster
ProductOwner
SolutionMgmt
SolutionArch/Eng
STE
EpicOwners
EnterpriseArchitect
5.0
SAFe for Lean Enterprises®§ Becoming the #1 of scaling agile§ The IKEA starter kit for enterprises§ Integrates „everything“
important or even relevant§ Underestimated: you still need
to know what you are doing
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Measure& GrowBusiness Agility
System Team
Lean UX
Metrics
Vision
Milestones
CoP
Roadmap
Shared Services
Core Values
Lean-AgileMindset
SAFe ProgramConsultant
ImplementationRoadmap
SAFe Principles
Capability
Enabler
SolutionDemo
SolutionDemo
SolutionDemo
SolutionDemo
PostPr
e
Supplier
PostPr
e
SOLUTIONTRAIN
LARGE SOLUTION
NFRs
Solution Backlog
Kan
ban
MBSE
Compliance
Set-Based
VariableFixed
PORTFOLIO
Portfolio BacklogNFRsK
anba
n
Lean Budgets
Guardrails
Epic
EnablerEpic
KPIs
Value Streams
CoordinationStrategicThemes
PortfolioVision
Enterprise Government
ContinuousExploration
ContinuousIntegration
ContinuousDeployment
Continuous Delivery Pipeline
AGILE RELEASE TRAIN
Releaseon Demand
Built-InQuality
SolutionContext
Solution
ProgramBacklog
NFRs
Kan
ban
Kanban
Scrum
XP• Plan• Execute• Review• Retro DevOps
Customer Centricity
Design Thinking
ESSENTIAL
PI P
lann
ing
Program Increment Program Increment
PI P
lann
ing
PI P
lann
ing
IP It
erat
ion
IP It
erat
ion
CD
CI
CE
CD
CI
CE
System DemosSystem Demos
Enabler
Feature
Feature
Story
Story
System DemosSystem Demos
GoalsGoals GoalsGoals
IterationsIterationsArchitecturalRunwayNFRs
TeamBacklogs Leffingwell, et al. © Scaled Agile, Inc.
C
A
LM
R
PI Objectives
Enabler
Lean-Agile Leadership
N
OrganizationalAgility
AgileProductDelivery
EnterpriseSolutionDelivery
Team andTechnical
Agility
Lean PortfolioManagement
ContinuousLearning
Culture
Business | Dev | Ops | Support
Agile Teams
BusinessOwners
ProductMgmt
SystemArch/Eng
RTE
ScrumMaster
ProductOwner
SolutionMgmt
SolutionArch/Eng
STE
EpicOwners
EnterpriseArchitect
5.0
SAFe for Lean Enterprises®
Beyond the frameworks
New markets emerge
Genesis Handcraft Product Commodity
Evolution
Smartphone
Operating System
Visi
bilit
y
Cameraphone?
From Change to Evolution
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Act
Learn
Orient
Decide
Observe
The Game Focus Enable
Align
Empower
Vielen Dank für Ihre Aufmerksamkeit!
Improuv GmbHGiesinger Bahnhofplatz 981539 Münchenhttps://improuv.com
Thank you!
Christoph [email protected]+49 89 500 3520 10
improuv GmbHGiesinger Bahnhofplatz 981539 Münchenhttps://improuv.com