Contributed on May 3, 2016

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Agile frameworks: the why, how and what

Description

This slideshare is all about lean operational excellence, agile, scrum, lean start-up, customer development, agile frameworks, evidence based product development….

Sorry, what? Can there be anymore buzzwords? You are right, that’s why today we’ll separate facts and fiction about these potential ’business-saving’ frameworks.

Because let’s face it, the reality is that even though they are absolutely useful, no one can guarantee you that one of these frameworks will work for your own, unique company. You will need to know where to start and take away those elements that suit your specific situation.

Agile coaches Nikki de Kloe and Sander Goudswaard (MakerStreet/ Noun) will guide you through the why, how and what regarding all these value-orientated frameworks. They will show you how these frameworks can help you do your business today, tomorrow and in the very near future.

Through tips, tricks and of course several case studies you will learn their possibilities, potential pitfalls and success criteria; so you can gain an insight in how you can make these frameworks work for you.

Transcript

THE AGILE ENTERPRISE
When to use which form of agile?
Bron: Deloitte
Design thinking
Experimenting
Scrum of Scrums
Lean start up
Growth Hacking
SAFE
Continuous improvement
Lean UX
Self management
Transparency
Velocity
Value Management
User Stories
Time box
Team Velocity
Sprint Review
Sprint Retrospective
Sprint planning meeting
Sprint burn-down chart
Sprint Backlog
Sprint
Servant leader
Scrum Master
Scrum
Rollen
Roadmap
Requirements
Release burn-up chart
Release burn-down chart
Reference architecture
Project Start Architecture document
Product Owner
Product backlog management
Product backlog items
Portfolio backlog
Planning poker
Pair programming
Happiness metric
Epic
Development Team
Definition of Done
Daily Scrum
Cross-functional team
Corporate backlog
Backlog Refinement
Agile
Large Scale Scrum
Spotify model
Scaled Agile framework
Continuous delivery
Continuous learning
Waterfall
Scrum of Scrums
LESS
Lean product development
Lean marketing
WE’LL TRY…
To give a high-level overview of the why, how and what
regarding the most important agile approaches.
To show you when these frameworks can help you to do your
business today, tomorrow and in the near future.
“If the rate of change on the outside exceeds the rate of
change from the inside, then the end is near.”
Jack Welch, Chairman & CEO, GE 1981 – 2001 (Overseeing 4000% increase in
General Electric company value in 20 years)
2000 2010 2020
Cost
Availability
Adoption
TECHNOLOGY
Relations Banking
CommunicationSport TV
SOCIETY
BUSINESS?
BUSINESS
Bron: Het Eerste Huis
You will never change
something by challenging
the existing reality.
To change something, you
build a new model, that
makes the current model
redundant.
REACTIVE / INFRA RED
Small groups with family ties
• No hierarchy
• No leaders
• No chiefs
MAGIC MAGENTA
Tribes up to a couple of hundred
• No organizations
• Minimal task division
• Tribe elderly with special status
CONFORMIST AMBER: THE ARMY
States and civilizations
• Self discipline
• Mid & long term planning
• Stable organizational structures
Formal roles, strict hierarchy / top-
down control / stability is everything /
the future is a repetition of the past
ACHIEVEMENT ORANGE:
THE MACHINE
Moving forward within rules of society
• Innovation
• Take responsibility
• Meritocracy
Beat competitors in growth and profit /
innovate to stay ahead / management
by “what”
PLURALITEIT GREEN: THE FAMILY
Modern emancipation
• Every perspective is equal
• Great at dismantling old structures
• Practical alternatives not a strong point
Meritocratic structure, but lots of decision
making by employees / culture and
employee empowerment
IMPULSIVE RED: THE WOLFPACK
Chiefs and proto-imperiums
• Meaningful division of work
• Captain and soldiers
• Control up to 10.000 people
Constant powerplay for control / fear
keeps it together / short-term focus /
loves chaos
MAGIC MAGENTA
CONFORMIST AMBER: THE
ARMY
Catholic church
The army
Gouvernement institutions
Educational institutions
ACHIEVEMENT ORANGE: THE
MACHINE
Multinationals
National corporates
PLURALITEIT GREEN: THE
FAMILY
Ben & Jerry’s
Southwest Airlines
Starbucks
Zappos
IMPULSIVE RED: THE
WOLFPACK
The maffia
Street gangs
Tribal militia
REACTIVE / INFRA RED
CURRENT BUSINESS
EVOLUTIONAIRY CYAN – THE LIVING ORGANISM
holistic approach of knowledge
• Self management
• Effective operations based on equal relations without need for
hierarchy
• Organizations as living entities
• Sense of future direction, instead of prediction and controle over it.
• Aimed at fulfilling potential
• Merging ‘the employee’ with ‘the human being’
E.g: Buurtzorg, Morningstar, FAVI
Design thinking
Experimenting
Scrum of Scrums
Lean start up
Growth Hacking
SAFE
Continuous improvement
Lean UX
Self management
Transparency
Velocity
Value Management
User Stories
Time box
Team Velocity
Sprint Review
Sprint Retrospective
Sprint planning meeting
Sprint burn-down chart
Sprint Backlog
Sprint
Servant leader
Scrum Master
Scrum
Rollen
Roadmap
Requirements
Release burn-up chart
Release burn-down chart
Reference architecture
Project Start Architecture document
Product Owner
Product backlog management
Product backlog items
Portfolio backlog
Planning poker
Pair programming
Happiness metric
Epic
Development Team
Definition of Done
Daily Scrum
Cross-functional team
Corporate backlog
Backlog Refinement
Agile
Large Scale Scrum
Spotify model
Scaled Agile framework
Continuous delivery
Continuous learning
Waterfall
Scrum of Scrums
LESS
Lean product development
Lean marketing
Organization Products
ORGANIZATIONS
WHY SCALING FRAMEWORKS?
“The way a team plays as a whole determines its
success. You may have the greatest bunch of
individual starts in the world, but if they don’t play
together, the club won’t be worth a dime.”
BABE RUTH
Team
Organization
Customer
C-Level
Execution
p
r
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c
e
s
s
p
r
o
c
e
s
s
p
r
o
c
e
s
s
p
r
o
c
e
s
s
p
r
o
c
e
s
s
p
r
o
c
e
s
s
Organization
Middle
Management
Team
Customer
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
Team
PASSION
TRUST
COMMITTED
SELF ORGANIZING
Continuous Delivery Continuous Learning
Continuous Improvement
SCALING FRAMEWORKS
• Scrum of Scrums
• SAFE (http://scaledagileframework.com)
• LeSS (https://less.works)
Sprint
Sprint
Planning
Sprint Review
Sprint
Retrospective
Daily Scrum
Scrum Team
Product
Owner
Scrum
Master
Team
Members
Product
Backlog
Sprint
Backlog
SCRUM
A B C
Sprint
Sprint
Planning
Sprint
Review
Sprint
Retrospective
Daily Scrum
Scrum Team A
SCRUM OF SCRUMSScrum Team B
Scrum Team C
A B C
Sprint
Sprint
Planning
Sprint
Review
Sprint
Retrospective
Daily Scrum
Scrum Team A
SCRUM OF SCRUMSScrum Team B
Scrum Team C
• Re-use Scrum Event; often Multi Standup
• One individual per Scrum Team represents the Scrum Team
• Shared vision
• Alignment
• Coordinate the outcome as a whole
KEY ELEMENTS
A B C
Sprint
Sprint
Planning
Sprint
Review
Sprint
Retrospective
Daily Scrum
Scrum Team A
SCRUM OF SCRUMSScrum Team B
Scrum Team C
When not to use
• High level of bureaucracy
• When aligning Scrum teams + individual
roles (f.e. architects, scrum teams etc)
SCRUM of SCRUMS
When to use
• Max 9 teams
• Looking for an easy way to scale up
• Combining Scrum Teams + Traditional teams
• Tackling interdependencies
• Alignment between teams
• Three levels; portfolio, program & team
• On team level more or less Scrum
• Program & Portfolio focus on prioritizing
• Mixing Agile & Lean practices
• Very detailled, descriptive process
KEY ELEMENTS
When not to use
• When it’s not been driven top-down
• When there is not business engagement
• Small organizations
• Not able to identify Value Stream
• When you don’t want to learn
• If you’re not willing to pay for the
overhead cost
ScaledAgileFramework (SAFE)
When to use
• Complex Programs
• Feels ‘safe’ for traditional organizations
• With very big organizations
• Super Agile Teams
• First step in Agile for very hierarchical
organizations
• Large IT Systems which are not loosely
coupled
• Focus on simplifying the organization radically
• Provides elements for both rapidly growing organizations as well
as already scaled organizations
• Focus on start small, inspect & adapt End-2-End Feature Teams
• Actually 2 frameworks (<8 teams & above 8 teams)
• Specialization in customer-centric, product direction
KEY ELEMENTS
When not to use
• Super traditional organization
• Low level of Agile maturity
• Time constraint
Large Scale Scrum (LeSS)
When to use
• Scale up slowly
• With < 8 teams, up to 70 teams
• When you want to learn
• Get rid of redundant structures
• When you want to explore, provides
guidelines for scaling & interdependencies
• Alignment of scrum teams
• Rapidly growing organizations
• External influencers
• Hierarchy
• Innovation
• Product Complexity
• Size of Organization
not so much a lot
not so much a lot
a lotnot so much
highlow
small large
PLAY POKER!
CONCLUSION
PASSION
TRUST
COMMITTED
SELF ORGANIZING
Continuous
Delivery
Continuous
Learning
Continuous
Improvement
KEY LEARNINGS ORGANIZATION
• It’s a toolbox; you’re free to pick and combine
• There are more frameworks to add to your toolbox,
such as; Open Space Agility, NEXUS
• Aim for ‘just’ enough
• Start small, experiment, learn and adapt
• Make it your own
• Focus on organizations as a whole
Start with transparency
and self management
Smart, responsive
organisation
SOS SAFE LESS
PRODUCTS & SERVICES
Future business
Creating and optimizing
current user journey’s
Time
Profit
Current business
Create and optimize
Grow
Add value in your product,
process or marketing
0-12 months 12 – 24 months 24 – 48 months
Future business
Innovate
Now (70%) Later (20%) Tomorrow (10%)
Create & optimize Grow Innovate
INNOVATE
Find new value propositions (product, proces, marketing, radical) by validating
the why and (part of the) how. So know resolve a pain or create a gain.
GOALAGILE
• Design Thinking
• Lean product development
• Evidence based product development
TOOLS
• Customer interviews
• Value proposition canvas
• Business model canvas
• Prototyping
• Smoke tests, concierge experiments, feature experiments, etc.
Mozilla Firefox
Apple Safari
$X00 M / Year
Find anything It’s the default
Browser
Partnerships
Searchers
Cost effective
advertising
Big audiences
Advertisers
$ / click.000x / search
Mozilla Firefox
Apple Safari
$X00 M / Year
Find anything It’s the default
Browser
Partnerships
Searchers
Cost effective
advertising
Big audiences
Advertisers
$ / click.000x / search
Build a
browser
35% browser
share
Our own
browser
GROW
Add value to your existing, scalable product. Strong marketing focus, only small
enhancements in proposition.
GOALAGILE
• Growth Hacking
• Lean marketing
TOOLS
• Pirate metrics
• Actionable analytics (data, data, data)
• Innovation accounting
• Business model canvas
• ‘What business are we really in’
CREATE & OPTIMIZE
Build, maintain and optimize a validated product in a customer-centered way.
Pivoting on e.g. features and design level.
GOALAGILE
• Scrum
• Kanban
• Extreme programming
• Feature driven development
TOOLS
• Sprints
• Customer reviews
• Planning poker
• Retrospective
• and many, many more….
Stap 1a Stap 1 b Stap 2 Stap 3
Stap 4
Stap 1
Stap 2
Stap 3 Stap 4
NPSCPOConversie
Stijging van de conversie
met 150%
waarvan 50% na het
oppakken van quickwins
Klant
tevredenheid
van gemiddeld
€ 42,-
naar
€ 35,-
Harde resultaten Bijgedragen aan:
Time
Profit
Realize and optimize
the ‘what’, e.g.
• Scrum
• Kanban
• Extreme programming
• Feature driven development
Add value to your existing
products or services, e.g.
• Growth hacking
• Lean marketing
0-12 months 12 – 24 months 24 – 48 months
Validating value (‘why’) and
features (‘how’), e.g.
• Design Thinking
• Lean product development
• Evidence based product development
Optimize (70%) Grow (20%) Innovate (10%)
WRAP UP
Start with transparency
and self management
Smart, responsive
organisation
SOS SAFE LESS
Future business
Creating & optimizing
current user journey’s
• Growth hacking
• Lean marketing
• Lean product development
• Design Thinking
• Lean product development
• Evidence based product
development
• Scrum
• Kanban
• Extreme programming
• Feature driven development
organization
product
Static organizations
Smart, responsive
organisations
Customer focussed
Product focussed
DIGITAL EXCELLENCEUnable to act quick
Not the right information
in the right channel
at the right moment
Online customer
experience is poor
Improve
what you
already do
today
Start with transparency
and self management
Smart, responsive
organisation
Future business
Create and optimizing
current user journey’s
New
business
possibilities
Add value
Now (70%) Later (20%) Tomorrow (10%)
Nikki de Kloe
Product owner and coach
nikki@noun.nl
06-55475478
Sander Goudswaard
Digital strategist
sander@noun.nl
06-41368166