Key Aspects. Actual Situation. Agile Management - Basics. Department Management. Personnel Management. Lessons Learned & Keys to Success

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2 About Peter Rey Head of Software Department at EROWA AG Scrum Coach & Project Manager 7+ years of agile experience EMBIT Executive Master in Business Information Technology Certified Scrum Professional (CSP) Certified Professional for Requirements Engineering (IREB) MCTS

3 Key Aspects Actual Situation Agile Management - Basics Department Management Personnel Management Lessons Learned & Keys to Success

4 4 EROWA AG & Software Department Actual Situation

5 EROWA AG - we improve the productivity of your machines with workpiece holding, measuring, robot-loading and process control software 11 Subsidiaries 400 Employees worldwide 22 Agents Partner to more than 100 OEM

6 Software Department 6 Development of software products for 2 main areas: Process control system Robot control for all EROWA robots Technology:.NET (C#), PLC (IEC631), C++, C 3 teams, 19 people Organization pretty close to Large-Scale Scrum by Craig Larman & Bas Vodde Scrum process Standard Scrum Iterations: 2 weeks Feature Teams Area Product Owner Process Control (1 PO) Robot Control (1 PO) XP+ Practices Test-Driven Development (TDD & ATDD) Pair Programming Collective Code Ownership Continuous Integration Clean Code

7 7 Research says management is often the biggest obstacle in the adoption of Agile software development. Agile Management Basics

8 Scrum Values

9 9 Problems with Today s Management Tight control, upfront design and top-down planning result in many intensively managed but disastrously performing projects & work. Main obstacles to further Agile adoption: Change management Organizational culture Managerial support Team education External pressure most of these are management responsibilities.

10 10 Agile Management Agile Management means Coaching Leadership vs. Authority Management 3.0 Management 1.0: command-and-control indicates that Management needs change Management needs also adaptability see our organizations as living system all organizations are networks

11 11 Possible Solutions consider the different aspects of agile management Management 3.0 model by Jurgen Appelo

12 12 Challenge Agile & Scrum means: move decision-making authority to know-how (Entscheidungskompetenz)

13 13 Challenges for the Scrum Team Members self-organizing and managing means take responsibility have the guts to decide make the problem visible and get a solution

14 Challenges for the Manager 14 engineers are intelligent, capable and more experienced as you are. Therefore the main focus is coaching and empowering. Forget about traditional military management style. How people are managed: Scrum teams manage themselves you don t manage them to do things you set goals inspect the results at the end of every sprint

15 15 It s all about Value Products & projects focus on business value (each feature must add value, else forget it!) Teams are value units (each team needs to deliver value to a customer) Organizations are value networks Each management layer must add value (else leave it!) and it s all based on Agile & Scrum values

16 16 What does the Manager really do manager can be a business unit leader, functional manager, boss, company owner, etc. coordinates with HR Human Resources to hire new people. defines salary and rates employees facilitate, empower careful: management means leadership! assigns people to work on teams (projects) led by product owners (value stream owners), who have the responsibility to create business value for customers. procurement of infrastructure, hardware, licenses, etc. responsible for creating communities of expertise, through hiring, training, setting standards, etc. Notes: should not be the Scrum Master even better if communities of expertise grow out of the team delegation level depends on maturity level of the team

17 17 Overview Agile/Scrum for Enterprise At the moment, the following methods or frameworks are available: Large-Scale Scrum (LeSS), Craig Larman & Bas Vodde Scaled Agile Framework (SAFe), Dean Leffingwell Disciplined Agile Developmnet (DAD), Scott Ambler Scrum for the Enterprise, Ken Schwaber Book: The Enterprise and Scrum, Ken Schwaber, Microsoft Press 2007 Agility Path TM, Scrum.org APM Agiles Projektmanagement, Bernd Oestereich Book: APM Agiles Projektmanagement, B. Oestereich, Ch. Weiss, dpunkt.verlag 2008

18 Department Management 18

19 19 Department Work stuff to do Team shield [den Team(s) den Rücken freihalten ] Pro active measures in Planning Customer issues Top management issues Other Stakeholders issues: Marketing, Subsidiaries, Sales, etc. Knowing what s going on in the whole company, what could have influence on your department and teams Assure that practically no change during the Sprint (2 weeks iteration) means enough ahead planning max. 5% of work unplanned during the Sprint

20 20 Department Work stuff to do Budgeting on a yearly basis Staff count Infrastructure & tools (licenses) Education & training Management report quarterly to deliver status information and to show progress and team performance to top management (executive board)

21 21 Shared Knowledge Knowledge build up know-how: build up, share, persist

22 Personnel Management 22

23 23 Appreciation Enthusiasm Culture Atmosphere of Trust

24 24 because finding the right player is hard

25 25 Hiring T-Shaped People Goal: flexibility of people Scrum says no job titles - all team members -> generalization we want generalized specialists (T-shaped people) + high productivity (specialist) + retain flexibility (generalist)

26 26 Process of Hiring New Employees involve the team during the selection process of a new employee Application selection thru HR and software department lead (SDL) Initial interview thru HR and SDL. If o.k., already short walk thru the team area to get in touch with each other Taster-day [Schnuppertag]: candidate spends one day with the team Our Rule: we don t hire a new team member, without spending one day with the team as candidate. Team: Candidate: get s to know the candidate, skills, socially, etc. get s to know the team, company and real work, incl. the culture and environment

27 27 Empowerment vs. Delegation empowerment is more than just delegation it includes the support of risk taking, personal growth, and cultural change

28 28 Promote Leaders self-organizing team needs leaders promote leaders find them encourage them, don t stop them lead them Bertrand Piccard, Solar Impulse

29 29 Informal Leadership become a leader because of credits earned or commitments made responsibility completely separate from line management using wide job titles & generalized specialists supports informal leadership

30 30 Rights & Authority grant team members the same rights, but not the same authority (competence). The given authority depends on the capability of the team member.

31 31 Communicate «Bad News» & Conflicts Personal interview: face-to-face saving face do not expose employee Address topics directly I think, that My feeling is, that Open door Early detection

32 32 ask don t tell ask, even if you think it s not possible nor necessary

33 33 Motivation Continuously work on it Let them make mistakes and don t blame them for it, but make sure they learned some thing! Appreciation

34 Lessons Learned & Keys to Success 34

35 35 General Leadership Principles live the values by example [Werte Vorleben Vorbild] the boss is only a coach, facilitator and developer of visions leave the team and people enough space to blossom up, they need some freedom to do a job in a self-organizing manner

36 36 + Agile Leadership Principles promote self-organization promote leaders involve the team

37 37 + Agile Leadership Principles Ask don t tell Ask even if you think it s not possible nor necessary Choose the maturity level and specially the authority level individually (for each employee) Ongoing process as everything in an agile world! learning, requirements engineering, architecture, design, coding, testing and also managing

38 time-boxed 38

39 celebrate! 39

40 live the Scrum Values by example

41 It s all about trust

42 42 References & Recommended Readings Book Management 3.0, Leading Agile Developers, Developing Agile Leaders, Jürgen Appelo, Addison Wesley Book Succeeding with Agile, Software Development Using Scrum, Mike Cohn, Addison Wesley Book Scrum and XP from the Trenches, How we do Scrum Hernik Kniberg, InfoQ Article Scaling Agile Development, Large and Multisite Product Development with Large-Scale Scrum, Craig Larman, Bas Vodde, CrossTalk May/June 2013 Workshop Delegieren ohne die Kontrolle zu verlieren, LAS 2013, Mischa Ramseyer & Fredi Schmidli Presentation Mögliche Organisationsstrukturen mit Scrum in der Unternehmung, Basta 2012, Peter Rey Booklet Guidelines für eine erfolgreiche Scrum-Einführung, bbv Software Services AG 2011, Peter Rey

43 Questions? Thanks for your attention! EROWA AG - we improve the productivity of your machines with workpiece holding, measuring, robot-loading and process control software