Agility and Scrum: Managemen nt Power And Responsibility Jim Coplien Gertrud&Cope Scrum Train ning Institute
Toyota Production System Some old history: in March 2003, annual profit of $8 Billion (>GM + Chrysler + Ford); net profit margin 8.3 times the industry average; passed Chrysler in auto sales in August 2003 Small clunky cars to Lexus in 1989; in ten years was outselling BMW, Cadillac and Mercedes Concept-to-product two to three Today: Largest car company in the world times faster than anyone else
Toyota did it by raping their competition, right? As an American company, contribute to the economic growth of the community and the United States..As an independent company, contribute to the stability and well-being of team members..as a Toyota group company, contribute to the overall growth of Toyota by adding value to our customers.
The Agile Manifesto We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Kent Beck Mike Beedle Arie van Bennekun Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert Cecil Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas 2001, the above authors this declaration may be freely copied in any form,
The Basic Scrum Flow
What Scrum is Self-Organization and Feedback That can give you: Orders-of-magnitude process improvements (Toyota Production Process) Higher customer sa atisfaction I want my team of 15 to do the work of, of... 17!!!
Self-Organization Some kind of self-organizing game. Maybe the Google game. Power in self-organization Managers own the job of organization: that is their product I m going to self-organize my team.
When Rosing started at Google in 2001, "we had management in engineering. And the structure was tending to tell people, No, you can't do that." So Google got rid of the managers. Now most engineers work in teams of three e, with project leadership rotating among team members. If something isn't right, even if it's in a product that has already gone public, teams fix it without asking anyone. Agile Principle #5, 9, 12 "For a while," Rosing says, "I had 160 direct reports. No managers. It worked because the teams knew what they had to do. That set a cultural bit in people's heads: You are the boss. Don't wait to take the hill. Don't wait to be managed." Agile Principle #1, 3 And if you fail, fine. On to the next idea. "There's faith here in the ability of smart, well-motivated people to do the right thing," Rosing says. "Anything that gets in the way of that is evil. Agile Principle #5, 12 Fast Company, April, 2003
superdimension and Dorian Averbuch In Scrum, the team is the boss They hire and fire the ScrumMaster However, initial conditions sometimes violate this, as when the Vice President made himself ScrumMaster (30 Dec 2008) The team liked him but really didn t want a Vice President ScrumMastering them so they fired him. Power!
mpowerment that buzzword for participatory nagement... is not working..attempts to increase the involvement of lower-le ployees in corporate decision-making have led...instead, the opposite is occurring... hile empowering peoplee may remove unnecessa ers of management and rules, it also increases t wer and autonomy of different parts of the ganization rather than helping them work gether...
mpowerment is not self- organization Empowerment erodes trust and feedback That limits the scaling of self-organization Empowered Scrum teams get 10%, 20%, maybe double produc ctivity Self-organized teams with servant leadership management get orders of magnitude
Your Product Backlog 1. Get Organized a. Flatten the organization: 160 : 1? b. Meta-Scrum A place from which these things happen: the production team ScrumMaster s point of escalation Organization as product, with accountable ROI 2. Help people work together: an organizational issue Shape organization with offi ice layout 3. Develop trust 4. Align accountability, authority, control, responsibility 5. Develop Servant leadership in yourself and your management team 6. Let go and let it run!
Conclusion Scrum without management commitment is just Scrum-Butt There is no team-us and management-them in Scrum As in Toyota, get down to the Gemba to see what s going on roll up your sleeves and get involved