Agile Business 2012 @ Agile Croatia May 14, 2012
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Transcript of Agile Business 2012 @ Agile Croatia May 14, 2012
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Continuous innovation and client delight with agile delivery of products and services
Professional Service FirmsA New Model For Organizations
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MacBook
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MacBook
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Coffee
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When you start here?
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Management challenge around
1880 to 1920?
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changing farmers and service people to factory people
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Now: a Factory Worker is
100 times more productive
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That is a Success!
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HOW?Montag, 14. Mai 12
WE HAVE made tremendous progress in our ability to operate complicated systems, even large ones; we’ve done this by studying b r e a k d o w n s a n d a d j u s t i n g accordingly.
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The invention of 1890 to 1920:
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Management
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Peter Drucker
„Without management the modern organization is not possible.“
"the man who invented management" (New York Times).
He was saying that management was not a science or an art. It was a profession, like medicine or law. It was about getting the very best out of people.
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Hospital
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Knowledge Worker
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People like you and me: university degree and/or a profound business training
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We are not manageable - we are professionals who know what to do
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We are not managable - we are professionals who know what to do
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Individual person vs. organization
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He was right - complex products or services need a lot of people!
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So we need a way to create an organization t h a t b a l a n c e s t h e knowledge worker with t h e n e e d s o f a n organization
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Products
TALENTS
Passion for
Finding the right
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On what level must such an organization serve its knowledge worker?
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What type of organization does this today?
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Hospital
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Professional Service Firms
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Means of Implementing
Strategy
Strategya
Stars
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We need new management tools
on all levels:
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tools that can help us understand the constant interactions of numerous elements and
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tools that can help us understand the constant interactions of numerous elements and the impact of rare but extreme events.
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tools that can help us understand the constant interactions of numerous elements and the impact of rare but extreme events. By taking steps to mitigate risks,
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tools that can help us understand the constant interactions of numerous elements and the impact of rare but extreme events. By taking steps to mitigate risks, making measured tradeoffs that
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tools that can help us understand the constant interactions of numerous elements and the impact of rare but extreme events. By taking steps to mitigate risks, making measured tradeoffs that keep early failures small, and
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tools that can help us understand the constant interactions of numerous elements and the impact of rare but extreme events. By taking steps to mitigate risks, making measured tradeoffs that keep early failures small, and gathering diverse thinkers who can deal creatively with variation,
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tools that can help us understand the constant interactions of numerous elements and the impact of rare but extreme events. By taking steps to mitigate risks, making measured tradeoffs that keep early failures small, and gathering diverse thinkers who can deal creatively with variation, we can approach decision making in our complex organizations with more confidence and increase our chances of success.
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Tools that create an organization that is:
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human-centricTools that create an organization that is:
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human-centricflat
Tools that create an organization that is:
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human-centricflatfederalistic
Tools that create an organization that is:
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human-centricflatfederalisticdistributed
Tools that create an organization that is:
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human-centricflatfederalisticdistributedinnovative
Tools that create an organization that is:
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human-centricflatfederalisticdistributedinnovativeadaptive
Tools that create an organization that is:
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human-centricflatfederalisticdistributedinnovativeadaptivere-inventing
Tools that create an organization that is:
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human-centricflatfederalisticdistributedinnovativeadaptivere-inventingfast
Tools that create an organization that is:
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human-centricflatfederalisticdistributedinnovativeadaptivere-inventingfastdisruptive
Tools that create an organization that is:
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How?Montag, 14. Mai 12
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You at Agile Croatia have the
solution:
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Theory U Seeing to Performing
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KANBAN OO SCRUMMontag, 14. Mai 12
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Visibility plus RhythmMontag, 14. Mai 12
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Don´t talk tech
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Talk business
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7 principlesfor going beyond product development and software development
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FocusWhen Jobs returned to Apple in 1997, one of the first things he did was trim the product line, focusing employees on four clear projects. He liked to explain his strategy while drawing on a whiteboard, like a professor of management. -- Fast Company, http://www.fastcompany.com/magazine/165/steve-jobs-legacy-tapes
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Pixar Customer delight
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self - organized teams
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PB
Sprint # 4
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VISION
Product Idea
Scrum Flow
Releaseplan
Product Backlog
Sprint # 1 Sprint # 2 Sprint # 3
PR O D U C T O W N E R
PB PBPB PB
9:00
12:00
18:00
Day 1
Do your Daily Scrum every day! Do your Daily Scrum every day! Do your Daily Scrum every day!
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Release
Version 1.2
Releaseplan Update
C U S T O M E R C U S T O M E R
C U S T O M E R
M A N A G E R
M A N A G E R M A N A G E R
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T E A M
SC R U M M A S T E R
U S E R U S E R
PB
©2009
Understand
85
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100?20
5 2
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PlanningPoker Play!
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prioritized
Tactical Level
Strategic Level
client driven iterations
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Deliver value to client in each iteration
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Be totally open about issues and impediments
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create context for continuous self-improvment by the teams
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Communicate, communicate, communicate!
(stories, questions, interactions)
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Means of Implementing
Strategy
Strategya
Stars
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the agile answer ... stolen from Pixar, Ed
Catmull
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create a peer culture
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Empower your creatives!
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free upcommunication
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craft a
learning environment
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Get more out of post mortems.
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from a presentation of salesforce.comScrum Gathering Stockholm 2008
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Thank you!
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