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by Gunther VerheyenScrum. Connector, writer, speaker, humanizer.
re.vers.ifyre.imagining your
organisation
LAPS - Large Agile Practitioner Summit
8 March 2017Munich, Germany
2Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Are you using Scrum? 1’
YESNoYes, but
“The future state of Scrum will no longer be called ‘Scrum’. What we now call Scrum will have become the norm, and
organizations have re-invented themselves around it.”
Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
4Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Do you remember WHY your organisation started with Scrum?
Starting with why 1’
5Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
„ agile (adjective) /ˈæʤəl/
Quick and well-coordinated in movement;Nimble, able to act quickly yet gracefully;Lively, able to think and understand quickly.
Agile, what’s in a name
6Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
• Agility is an organizational state of constant flux, evolution, innovation, improvement and re-invention.
• Agility reflects an enterprise’s capability to continuously adapt, to explore and change direction, to take advantage of opportunities; to be quick and nimble.
Agility is why most organisations want Scrum
React Explore (options) Lead
(Gunther Verheyen, Agility, actually, 2016)
7Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Agility through Scrum
The Customer’s Experience
8Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
In order to transform should we scale, or should we un-grow first?
What is needed to overcome the growth trap? 1’
9Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
A brief history of organisational design (the growth trap)
SkillsLeadership
GovernanceSkills
Leadership
Functions
Business IT
Management
10Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
The result? The “Big Bang” syndrome.
THE MEDUSA EFFECT
Do NOT touch that!
11Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
What’s your organisation’s plan to survive the future? 2’
Big Fat Emperor
A 1000 Paper Cuts
Some Emperor’s Breakfast
The Snake Within
We used to be organised for results.
We then re-organised for functions.
There is a way forward.
13Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
An act of• Simplicity• Rhythm• Focus
For companies wanting to:• Converge all things ‘Agile’• Uplift their Scrum• Emerge, grow, and un-grow
structures• Innovate (again)
What if you would act for the positive?
re.vers.ifyre.imagining your organisation
(by growing a Scrum Studio)
14Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
„ reversify (verb) /(ˈ)rē+ˈvər-sə-ˌfī/
To formulate anew in verseTo turn (a text) into verse againTo rework (a piece of verse) into a different form
To re.vers.ify is a verb
15Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Product=
one software system,
service or application
Common challenges with Scrum
ProductOwner
1
23
4
16Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
• Select a meaningful initiative (project/product/service)
• For the selected initiative:– Product Backlog is your plan– Reset your accountabilities:
• Product Owner• Scrum Master• Development Team(s)
– Facilitate with tools, infrastructure and a (team) space
• Create release candidates every 1-4 weeks– Through a controlled and automated deployment pipeline.
Re.imagine your Scrum
17Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Product=
a software system,
service or application
Grow (1): add products
1.Products
18Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Product=
A consumer product or
service
Grow (2): expand ‘product’
1.Products
2. Disciplines
19Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
1. Product Management and product delivery are organized separately but connected through the Product Owner.
Delivering Products with Scrum
Product
Sales
Marketing
Delivery
Strategy
Financials
…
Scrum
Owner
20Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
2. Product Management and product delivery are integrated in a Product hub. Product Owner is the product CEO.
Re.imagining Scrum
Product
Sales
Marketing
Delivery
Strategy
Financials
…
Owner
Scrum
21Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Product Owners
synchronize priorities.
Investment decisions are
taken empirically.
Aligning ProductsVa
lue
/ Bud
get
Deliv
ered
/ Fo
reca
sted
22Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Think nervous system
Product Hubs
(distribution of)
Leadership
Purpose
23Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
Predictive Management
• Long-term detailed plans• Assign and control work• Maximize capacity• Keep all on schedule• Meeting and report driven• Step in to fix all problems• Provide external motivators
($, career)
• Purpose, goals, vision• Foster the environment• Remove Impediments• Attend Sprint Reviews• Share incremental feedback• Manage for value• Autonomy, mastery,
purpose
A shift will happen
Empirical Management
Change comes in Increments. Agility…
• can’t be planned• can’t be dictated• has no end-state• can’t be copied
Source: Gunther Verheyen, “Scrum – A Pocket Guide (A Smart Travel Companion)”, 2013
25Gunther Verheyen – Ullizee-Inc, 2017 - @Ullizee
About
Gunther VerheyenIndependent Scrum Caretaker• eXtreme Programming and Scrum since 2003• Professional Scrum Trainer• Shepherded Professional Scrum at Scrum.org• Co-created Agility Path, Nexus and Scaled
Professional Scrum framework at Scrum.org• Author of “Scrum – A Pocket Guide” (“Scrum
Wegwijzer”, “Scrum Taschenbuch”)Mail gunther.verheyen@mac.com
Twitter @UllizeeBlog http://guntherverheyen.com
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