Agile Management @DFDS - WordPress.com · 2017-06-06 · 3 DFDS DFDS Group facts DFDS provides...

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AGILE MANAGEMENT @DFDSScrum Day DK 2017

06 June 2017

WHO ARE WE?BO KRISTENSEN

PETER RIISESTEFAN STRANDBYGAARD

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DFDS

DFDS Group facts

DFDS provides ferry shipping services and transport solutions in Europe

We have more than 7,000 employees in 20 countries

Headquarter in Copenhagen

Revenue up 8% in 2016 to DKK 13.8 billion

EBITDA up 27% in 2016 to DKK 2.6 billion

IT organisation facts:

Agile Environment, mainly SCRUM

.NET C#, Typescript & Angular

Visual Studio, VSTS with GIT

200 IT employees where 100 are working with software development

Four large ongoing development programs:

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WE WANT TO SUPPORT THE ORGANIZATION

MANAGING FOR AGILITYHOW TO BE THE MANAGER THAT…

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DELEGATE

Encourage self organisation

Respect team decisions

Trust the team

Identify the things the team should/will/can not use time on

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CELEBRATE SUCCESS AND LEARN FROM FAILURE

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BE THE LEADER THAT HELPS THE TEAM ACHIEVE THEIR GOALS

Problem solving leadership

Impediment remover

People orientation

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BE THE CONSTANT GARDENER

Spot the low performers, and take action on it

Do not be afraid to make changes

Watch it grow

You need to let go, to be successful

Do not be afraid to experiment

It will take time

Learnings

PORTFOLIO AND PROGRAM

MANAGEMENT

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THE SITUATION BACK IN 2015

Lack of transparency on program level

Constant disrupting team sprints

Too much focus on business functionality outcome, accepting bad craftmanship

Pains 3 ”Scrum” teams

Business analysts acting as PO’s

Measured on quantity, not quality

Setup

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SCALED AGILE FRAMEWORK – OUR SILVER BULLET

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SCOPE ON PROGRAM AND TEAM

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WHY ARE WE DOING THIS?

Everybody trained according to

recommendations

A lot of rules, role and events introduced

Teams forced to align story points

One person many roles

Information radiators

misunderstood

Radical change the way we work

Build on poor agile foundation

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WHY ARE WE DOING THIS?

Everybody trained according to

recommendations

A lot of rules, role and events introduced

Teams forced to align story points

One person many roles

Information radiators

misunderstood

Radical change the way we work

Build on poor agile foundation

Resulting in confusion, demotivation and no value

creation

Don't blindly adopt anything

Work with incremental change instead of radical change

Individuals and interactions over processes and tools

Scaling a bad foundation is doomed from the begining

Learnings

Program increment planning

Architectural runway

Empowered PO

Innovation time

Parts of the SAFe experiment we use today

MAKING CHANGES ON PROGRAM LEVEL

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WE NEEDED TO CHANGE THE WAY WE IMPROVE

What we did was to repeatedly base our management decisions on

best practice success stories the one with the strongest opinion

We should base our decisions on

combination of critical thinking the best available evidence

“Without data you're just another person with an opinion”

- W. Edwards Deming

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EVIDENCE-BASED MANAGEMENT

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DIAGNOSE YOUR CAPABILITIES AND LOOK FOR AREAS FOR IMPROVEMENTS

Diagnose: Expose areas for improvementEvidence-Based Management

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EVIDENCE-BASED MANAGEMENT HELPS US TAKE THE RIGHT DECISIONS

Improve: Continuous improvement and process innovationEvidence-Based Management

Zoom out and look at the entire value stream in order not to sub-optimize

The importance of prioritizing the EBM work

Don’t start the on the diagnose and improvement part without measurements that are able to quantity the value of your improvements

Learnings

THANK YOU16 VACANCIES IN DFDS IT

DEVELOPMENT AREAIT-CRAFTSMEN IN ANY SHAPE OR FORM - DEVOPS, SCRUM MASTERS, WEB DEVELOPERS, C# DEVELOPERS

BO.KRISTENSEN@DFDS.COMPETER.RIISE@DFDS.COMSTEFAN.STRANDBYGAARD@DFDS.COM

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