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Pascal Guckenbiehl & Sven Theobald25.10.2019

Fraunhofer IESE, Kaiserslautern

ASSESSMENT OF AGILE CULTURE

https://jumpgrowth.com/how-to-create-an-agile-culture-in-your-workplace/

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Doing vs. Being Agile

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Prozesse Mindset

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Agile Software Development

Agile Manifesto

Agile Methods / Frameworks(Scrum, XP, Kanban, Crystal, FDD, …)

Agile Principles(Early and continuous delivery of valuable software, Business people and

developers must work together, Welcome changing requirements, Self-organization of the team, Working software is the primary measure of progress, …)

Core Values (Individuals and interactions, Working software, Customer collaboration, Responding to change)

Agile Practices(Simple Design, Continuous Integration, Collective Ownership, Pair Programming, Coding Standards, Refactoring, Testing, ...)

[P. Diebold, T. Zehler, “Find the Right Degree of Agility in Plan-based Processes”, Springer, 2015]

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Agiles Mindset & Kultur (1/2)

- Schein: Organizational Culture -

[F. Morente, X. Ferràs , O. Žižlavský. (2018) Innovation Cultural Models:

Review and Proposal for Next Steps]

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Agiles Mindset & Kultur (2/2)

- The Agile Onion -

[https://adamappointments.co.uk/leadership-personal-development/dont-forget-the-outer-layers-of-the-agile-onion-if-you-want-to-create-lasting-change-in-risk/]

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Kultur als größte Herausforderung

6[VersionOne Survey: 11th annual State of Agile Report]

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Agile Methoden sind hilfreich für agiles Arbeiten,

… sie sind nicht immer anwendbar bzw. ausreichend.

… kann jedes Team von einem agilen Mindset profitieren.

Motivation

ABER

JEDOCH

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Hilfestellung für Teams

Viele verschiedene Reifegradmodelle

und Checklisten

Unterschiedliche Ziele

Erfassung des aktuellen Standes

Ableiten von Verbesserungen

Benchmarking

Wenige Modelle adressieren agile Werte

Fokus auf Prozessen

Insbesondere Scrum (Praktiken)

[https://www.crisp.se/gratis-material-och-guider/scrum-checklist]

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Kontext der Arbeit

Entwicklung arbeitet bereits mehrere Jahre agil

Ziel: Agilität darüber hinaus im Unternehmen verbreiten

Support Team mit Agile vertraut machen, Prozesse beibehalten

Verbesserung durch Erhöhung der kulturellen Agilität

Potenziale aufzeigen und Probleme erkennen

https://www.topdesk.com/de/

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Agiles Manifest & Modern Agile

https://medium.com/@ahuijsen/scrum-and-the-agile-manifesto-f35fbbd4d0c7

https://medium.com/agile-insights/1-minute-story-introduction-to-modern-agile-7808a0c7e9b8

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Herleitung der Kriterien

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Herleitung der Kriterien

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Erklärung der Kriterien (1/2)

Nr.

Kriterien Erklärung

1 Customer Satisfaction The team does everything possible to satisfy the customer and make them feelappreciated.

2 Fast Response The team minimizes the time between an incoming incident and the firstresponse to it.

3 Use Feedback The team can get feedback provided by the customer and uses it to improveupon.

4 Welcome Change The team is flexible and open to changes/improvements of the process.

5 Frequent ResponseThe team frequently responds to the customer in order to maintain transparencyregarding an incident’s status.

6 Daily Collaboration The team collaborates and communicates daily in order to share information.

7 Motivation (Team) The team is motivated by the way its members work and behave.

8 Motivation (Company) The team is motivated by the way it is treated within the wider company.

9 Trust (Team) The team members trust each other and feel like they are trusted by the others.

10 Trust (Company)The team feels like the company trusts them in doing their job in an appropriateway.

11 Face-to-FaceCommunication

The team members use direct communication whenever possible and can openlytalk about team-related issues.

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Erklärung der Kriterien (2/2)

Nr.

Kriterien Erklärung

12 Efficiency The team does everything possible to minimize active incidents.

13 PrioritizationThe team prioritizes incidents to always ensure that a customer can successfullywork with the product/software.

14 Agile Values & PrinciplesThe team is aware of the agile values/principles, understands them, and practicesthem, aiming to develop the right mindset.

15 SimplicityThe team keeps things simple and the individuals take the initiative in order toget things done, speed processes up, and create value.

16 Self-Organization The team organizes the way it works on its own and in a democratic way.

17 Empowerment (Team)The team has opportunities (and takes the chance) to come up withimprovements regarding their work practices and structure.

18 Empowerment (Company)

The team has opportunities (and takes the chance) to come up withimprovements regarding the product/software.

19 Knowledge SharingThe team strives to share knowledge in order to achieve a state in which all itsmembers are able so solve most incidents.

20 ReflectionThe team can reflect on how things went in the past (as part of retrospectives orotherwise) and comes up with action points.

21 ImprovementThe team continuously improves based on what has been reflected on andactually fulfills the action points.

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Level dienen als Anhaltspunkte für Teammitglieder und Coach

Wertungen repräsentieren persönliche Meinungen

Nicht als Kennzahl gedacht oder geeignet

„Shu Ha Ri“ für Coaching-Zwecke

Tool - Bewertungsskala

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Tool - Visualisierung

1. Individuelle Wertungen pro Person & Kriterium

2. Allgemeine Tendenz pro Person

3. Allgemeine Tendenz pro Kriterium

4. Agilitätslevel insgesamt

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Anwendung - Methode

Agile Coach sollte sich mit dem Team vertraut machen

Ziel klar definieren (Verbesserung, keine Beurteilung)

Spezifische Kriterien und ggf. Agile allgemein erklären

Durchführung im Meeting mit möglichst allen Teammitgliedern

Moderator für Erklärung, Fragen und Dokumentation, z.B. Agile Coach

Keine Vorgesetzten, um offene und sichere Atmosphäre zu schaffen

Wertung der Kriterien im Stil des „Planning Poker“ von Scrum

Zeit für Diskussion der individuellen Wertungen nach jeder Iteration

Abschließende Retrospektive mit dem Team (Probleme & Lösungen)

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Anwendung - Ergebnisse

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Anwendung - Ergebnisse

Wichtigste Erkenntnisse & Besonderheiten

3 dominiert, 2 & 4 oft, 1 & 5 selten/nicht

AC kritischer, z.B. Agile, Self-Org., Change, Motiv., Trust

TL kritischer bzgl. Simp., Emp., Impr. ABER positiver bzgl. Motiv., Trust

Person3 (neuer Mitarbeiter) positiver, z.B. Collab., Motiv.

Insgesamt:

Kundenperspektive = (4) / Cust. Sat., Feedback, Response

Team intern = (2-3) / FtF Com., Change, Motiv., Agile, Simp., Impr.

Bewertung, Diskussion und Zeit mit Team bringen Erkenntnisse

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Findings & Action Points (1/2)

Nr. Findings Action Points

1 The team needs to build a sense of unity andimprove mutual understanding.

Team events supported by the company.

2 The team needs to openly talk about existing team-related issues in order to resolve them.

Retrospectives led by the agile coach.

3 The team needs to promote direct communication inorder to effectively share information.

Daily stand-ups and ban on non-directcommunication (e.g., chat) whenever possible.

4

The team needs more time to actively learn andimprove.

"Day in Support"-program, which allows employeesfrom Development and Consultancy to occasionallyreplace a service desk team member for one day (toget more insights related to the product) andthereby create some time for the team.

5 The team is unhappy with the noise in their premisesdue to openness to adjacent departments.

Improvement of the premises to guarantee silencewhen needed.

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Findings & Action Points (2/2)

Nr. Findings Action Points

6 The team wants to improve knowledge managementto enable faster resolution of recurring incidents.

"Day in Support"-program to create time.

7 The team needs to improve on initiative since attimes nobody feels responsible for incomingincidents to a point where the team leader needs toassign them.

Clarification of responsibilities, especially forspontaneously occurring high-priority incidents, e.g.,by creating a corresponding role and distributing itfairly.

8Some team members want to avoid change andthereby hinder an agile transformation.

Further workshops and appreciation of even smallimprovements in order to make the team see thepurpose and benefit of Agile and generally feelcared for.

9 The team misunderstands their performanceappraisal in a way that makes them think it's anindividual matter only based on the number (notcomplexity) of resolved incidents.

Clarification with superiors to assure the team is seenas a unit and appraisal happens (primarily) based onthe overall collective performance and quality of theoutcomes.

10 The team feels understaffed and therefore lessappreciated than other departments who are hiringnew employees constantly.

Clarification of the need for new employees withmanagement and HR to relieve the existing teammembers.

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Takeaways

Agiler durch Verbesserung von Mindset/Kultur, unabhängig von Domäne/Prozess

Stärken beibehalten und an Schwächen arbeiten (bzgl. Agilität)

Bestehende Probleme erkennen und beheben

Zeit mit dem Team verbringen & Durchführung in gemeinsamer Session

Keine Kennzahlen, lediglich Anhaltspunkte für Verbesserung

Anwendung auf Teams, denkbar auch für ganze Unternehmen

Gezielte Verbesserung bestimmter kultureller Aspekte