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Product and Process innovation with Scrum
This document discusses product and process innovation using Scrum. It emphasizes the importance of continuous learning and feedback loops to constantly improve. It presents models for organizational change, including the Satir change model and the Cynefin framework for understanding complexity. It advocates establishing a sustainable pace through daily Scrums and regular iterations. The document suggests that organizations should systematically challenge the status quo by "debugging" organizational flaws or "bugs" that impede workflow, such as misaligned incentives, slow architecture processes, or lack of collaboration between teams. Overall it promotes adapting agile processes not just for software development but for organizational innovation.
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Product and Process innovation with Scrum
- 1. Product and Process innovationwith Scrum Geir Amsjø
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- 6. Agile To develop skillsand get confident we must dare to take risks - just make sure the fall isn´t fatal
- 7. Agile SpaceX Falcon 9accident on September 1, 2016
- 8. Agile 8 I thinkit’s very important to have a feedback loop, where you’re constantly thinking about what you’ve done and how you could be doing it better. I think that’s the single best piece of advice: constantly think about how you could be doing things better and questioning yourself. Elon Musk
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- 10. Agile Attitude I never triedthat before .. so I am sure I am good at it
- 11. Agile Two kinds ofMindset 11 Fixed Growing “I am great in sports, but suck in math” “I have a talent for skiing, but lack ball feeling” “If I try harder I will get better in maths” “I need to work on my ball feeling” “This is the way we do it around here” “What changes do we need to adapt and to get better”
- 12. Agile The Satir changemodel 12 Status quo Foreign element New Status quo Transforming Idea!
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- 14. Agile 14 “Our comfortingconviction that the world makes sense rests on a secure foundation: our almost unlimited ability to ignore our ignorance.”
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- 16. Agile 16 ”The ageof Complexity” makes it hard to follow a plan… … unforeseen events more likely to occur … everything is interconnected … the needs of the customers are “abstract”
- 17. Agile 17 … sowe end up behind schedule
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- 19. Agile Agile processes promote sustainabledevelopment. The sponsors, developers, and users should be able to maintain a constant pace indefinitely. Agile Principle no 7: http://agilemanifesto.org/principles.html
- 20. Agile Establish a rythm DailyScrum Stress Level
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- 22. Agile Understanding Complexity andUncertainty The Cynefin Framework cognitive-edge.com Dave Snowden
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- 25. Agile Start-up by systematiclearning Build MeasureLearn Product Data Ideas
- 26. Agile 28 Our aimis to fail faster than anybody else Daniel Ek, CEO Spotify
- 27. Agile Create a LearningOrganisation
- 28. Agile Create a learningorganisation Concept Planning Develop Integrate Release Learning oppor- tunity C P I I I I I I I I I I I I I I I I Agile – Driven by learning Traditional – One opportunity C P D I R C P D I R C P D I R Traditional, project sequence – More opportunities
- 29. Agile Process innovation forProduct innovation Systematically challenge the Status Quo Debug the Organisation!
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- 31. Agile 33 A software bug isan error, flaw, failure, or fault in a computer program or system that causes it to produce an incorrect or unexpected result, or to behave in unintended ways
- 32. Agile 34 CEO VP Sales VPMarketing VP Accounting VP Operations VP IT Pre-Sales Churn …. Strategy Service Campaigns …. Controlling Payment ….. …. Service Support Stability QA …. SW Development Architecture Security Test ….
- 33. Agile What behavior dowe want from our organization? ... and what is impeding that behavior?
- 34. Agile 36 An organisational bug isan error, flaw, failure, or fault in the system that creates friction and impedes the flow of work
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- 38. Agile Organizational impediments Lack ofteam spirit “Dear HR manager, do you think we could sit down and discuss how we can get the cross functional teams to work better? Right now the individual reward system weakens the team spirit”
- 39. Agile Organizational impediments Slowed downby architecture “Dear Chief Architect, do you think we could have a discussion about collaboration? Right now we are not able to work fast enough”
- 40. Agile Organizational impediments Budgeting “Dear CFO,do you think we could sit down and discuss budgeting? Right now we seem to be committing too early which make it difficult for us to make changes when we need to”
- 41. Agile Organizational impediments Friction betweendevelopment and operations “Dear Operations Manager, do you think we could sit down and discuss how we can collaborate better and deploy more often to get faster feedback?”
- 42. Agile Organizational impediments Lack ofcommon understanding “Dear CEO, can we please provide Agile training to all stakeholders? Right now we are not aligned with the same understanding of what we want”
- 43. Agile Organizational impediments Lack ofautomation “Dear Test Manager, do you think we could sit down and discuss how we can automate regression tests so that we safely can deploy more often?”
- 44. Agile Organizational impediments Project timepressure “Dear Project Manager, do you think we could sit down and discuss how we can get enough time available to nurture proper craftsmanship in order to avoid technical debt?”
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- 47. Agile Coaching, courses andservices: [email protected] Twitter: @gamsjo Thank You !
Editor's Notes
- #3 Dilemma: should we let children climb trees?
- #4 Is it OK to take the risk of getting hurt?
- #5 Or should we protect them the best way we can?
- #8 SpaceX
- #18 Kan ikke forstå at det skal være et mål å være “busy all the time”
- #23 Simple Repeating patterns and consistent events Clear cause-and-effect Relationships evident to everyone; Right answer exists Fact-based management Complicated Expert diagnosis required Cause-and-effect relationships discoverable but not immediately apparent to everyone More than one right answer possible Known unknowns Fact-based management Complex Flux and unpredictability No right answers Emergent instructive patterns Unknown unknowns Many competing ideas A need for creative and innovative approaches Pattern-based leadership Chaotic High turbulence No clear cause-and-effect relationships, so no point in looking for right answers Unknowables Many decisions to make and no time to think High tension Pattern-based leadership Disorder You will have disorder when you don´t understand where you are.
- #30 Hva skal til for at baby-apen ligger unna frukt som ikke er bra?
- #33 Software du have bugs. They are hiding and we need some kind of magnifier to find them
- #35 This is an organisation, represented by its organisational hierarchy. It do have bugs as well. These are hiding too!
- #37 What does it mean that the system behaves in unintended ways?
- #40 The idea is that the SM takes the identified impediment to the right person and tries to find better ways..
- #41 The idea is that the SM takes the identified impediment to the right person and tries to find better ways..
- #49 The process view.