PO-Sculung @ cgm

Kurt Jäger

Physicist…Since 4 years ConsultingSince 8 years agile topicssince 30 years Software Development

Management Consultantkurt.jaeger@kegon.de

Agile Management Coach in huge enterprises e.g.:

Software AG SAFe usageDeutsche Bank Program levelDeutsche Bahn Program level BMW.digital Agile AssessmentCGM SAFe adaptionSchufa Scrum usage

KEGON AG Biebricher Allee 11965187 Wiesbaden

Tel.: +49 611 20 50 80Fax.: +49 611 20 50 82 5

www.kegon.deinfo@kegon.deKEGON AG

And You? -

KEGON AG 2014 Seite 2

How agile is your company?

• 100 %• 50-100%• 20-50 %• Less then 20%• Don’t know

KEGON AG 2014 Seite 3

• Very important – it is a major differentiator

• Important – it influences our success

• Neutral – one of many factors

• Unimportant – other things playing a role

• Irrelevant – for our Business

KEGON AG 2014 Seite 4

How important is Agility for you enterprise

• 100 €• 1.000 €• 10.000 €• > 10.000 €• Don't know

KEGON AG 2014 Seite 5

How much you invest / employee in Agility

• > 0 €• < 0 €• Don't know

KEGON AG 2014 Seite 6

Return on Invest

7KEGON AG 2014

David and Goliath - rediscovered at scaling of agility in really huge organizations

How agile are Organisations today?

KEGON AG 2014

Early Majority

34%

Early Adopter13,5 %

Innovators2,5 %

LateMajority

34%

Laggards16%

Seite 8

But we recognize and paint distortions

KEGON AG 2014

The Reality mainly in the middle Management contradicts to an agile Organisation

Is it possible change a neurotic, man to a team-Member or are they most feared opponents

Nach Günther Dueck: Neurotic Leadership

Seite 9

But we recognize and paint distortions

KEGON AG 2014

Comment on chaotic

human faults:

„Today we are really agile“.

Seite 10

Software-Development - Challenge Complexity

Seite 11Kegon AG 2014

New Technology & Architecture Unclear requirements

Complexity grows fast & not linear in size Time to Market >12 months Features come too late into the Market

Agility is the right answer for complexity

Stacy Graph

Management-Theory: Dual View of Process

Each working process will be started with a problem and finished with his solution.

Slow processes are nearly exclusive triggered by iterative events.The ration of surprise is low => classical Taylorism!

The Process description is focused on Organisation.

dynamic

structured

Problem e.g. Customer Requirement

Surprise, Principles, Person, Decision, Responsibility

Iteration, RuleSkill profileAutomation

Quelle:Dr. Gerhard WohlandMatthias WiemeyerDenkwerkzeugefür dynamischeMärkte

Verlagshaus Monsenstein und Vannerdat OHG Münsterwww.mv-wissenschaft.com

KEGON AG 2014 Seite 12

The different ways of Problem solution

Theory based Method based

Disappointment or Surprise

Irritations

Idea new rules

Theory as filter

Next rule

Confirmation

Irritations opens access to new Knowledge and Opportunities.

The solution of dynamic problems needs competence based on Experience, Principles and Values

Experience & Know Howbuild an expectation that a rule will solve that expectation

KEGON AG 2014 Seite 13

Trust, Failure toleranceRespect…

Behavioural Culture(structured, tailored)

Value Culture(dynamic, post-tayloristic)

Contract, Timeliness,Civility, Correctitude,...

Argument, Order, Thread, Gratification, Penalty,…

Vision, develop people, Feedback, Change …

Behaviour in doing

Regulations

Value

Leadership

consists of

created thru

≠

≠

Taylored Organisations are optimized with behavior

Culture Change is a Management-Job

KEGON AG 2014 Seite 14

Dynamic Organisations need to have a value basis

Culture eats Process for breakfast!

Henrik Kniberg

Agile/Lean project

11.04.2023 Seite 17KEGON AG 2014

Vision

Taktik

KEGON AG 2014 Seite 18

Releaseplanning

• Eine Planungsklausur mit allen beteiligten Teams

• Idealerweise über 2 Tage

KEGON AG 2014 Seite 19

Releaseplanning-Meeting - Agenda

KEGON AG 2014

Tag 1 Tag 2

Seite 20

Dependencies

KEGON AG 2014 Seite 21

KEGON AG 2014 Seite 22

What did we learn …..

Shift agile methods to the Program level

Flow instead of utilisation in development

Continuous improvement in

- Methods

- Processes

- Organisation

- Leadership

- Communication

On all levels

KEGON AG 2014 Seite 23

Did we solve the problem

No!

KEGON AG 2014 Seite 24

KEGON AG 2014

Vision: David & Goliath entrepreneurship within enterprises….

Kunde (Fachbereich)

Business Komponente

Verantwortlicher Basiskomponente

IT-Gesamtverantwortlicher

Beauftragt Anwendung

Setzt Basiskomponenteein

Fördert StandardisierungFordert Wirtschaftlichkeit

Seite 25

Questions … offline

KEGON AG 2014 Seite 26