Agile World in Munich – Day 1

After having some nice chats in the beginning during the morning coffee we started with really interesting keynotes about 

  • Agil and Lean at Telefonica
  • Infineon and there chances with going agile
  • Agile Transition – we arrived by Christoph Mathis
Thanks for the really interesting sessions to start the day. 

In the following World Cafe we all had the opportunity to get to know each other. 

With questions what we expect and who we are it opened conversations and enabled new connections.

Nice idea for bringing people together!

At afternoon I joined the AGILE ORGANISATION track with sessions:
  • I’m dispensable – Management is too important to leave it to managers 
  • Staffing of agile teams
  • Company standards and self organization – chance or Utopia
  • Carrier without hierarchies – how should that work?

All in all a day full of new impressions, good talks, new connections and learnings. I’m looking forward for DAY 2.

Some learnings

From Telefonica

  • Lean as core belief – Telefonica has 40 Blackbelts to support their lean approach
  • Simple measurement with measuring TIME TO MARKET changes 
  • steps to take
    • Simplification – cleanup and consolidate systems
    • Code cleansing – check existing code for dead and unused areas (Telefonica found 20-25% dead code)
    • Application consolidation – takes longer but is necessary to remove maintenance and complexity
    • Lean startup approach 

From Infineon

  • consider Kotters change management process
  • some interesting metrics
    • execution quality (delivery date in time, earlier, too late)
    • customer satisfaction for deliveries
    • estimation reliability
  • software agile, hardware development still waterfall (as too expensive without upfront planning)
  • with going agile – higher flexibility, lower bug rates, higher productivity, higher employee satisfaction
  • use Scrum to drive change management processes (use Scrum on management level too)

From Improuv

  • agile and Scrum is not mainstream
  • continuous improvement
  • next bigger steps necessary 
    • maturity in agile implementation
    • agile embedded in whole organization
    • technical excellence and craftsmanship
    • efficiency and effectiveness (with changing focus to becoming more effective)
  • but agile is not any longer
    • exotic
    • it’s a known way to deal with complex problems
    • we know how it can work

Agile needs responsible individuals
Agile needs self organizing teams
Agile needs learning organizations

Management is too important to leave it to managers

  • no bonus systems at 1&1
  • hells kitchen with control cycle – control — analyze — advise — comply
  • check model chaotic (novel practice), simple (best practice), complex(emergent practice) and complicated (good practice) to derive what approach to use
  • hells kitchen with focus on
    • processes and tools
    • policies and rules
    • negotiation over policies and rules
    • over planning, deadlines and resuming pressure
  • best practices is not the best approach in complex environments
  • circle of angel:
    • Power — Look — Clarify — Trust
    • everyone can contribute and who can contribute
    • clarity through collaboration and working in teams on a problem
    • trust by having clarity and speaking the same language
  • as team lead
    • go out of their way to not block the discussions with early interventions
    • enable and empower self organization
      • freedom, space, experiments
    • be a gardener – create frames and help them grow
    • tinker day – once per sprint – with daily scrum in the morning to gather an overview who will learn what and a sync the next day who learned what
    • DO NOT DECIDE – ask – how would you decide
    • facilitate learning
  • learn system theorie 
  • fix the system – not the people

Staffing von agilen Teams

  • model: work group – pseudo team – potential team – real team – high performance team (Katzenbach/Smith)
  • forming-storming-norming-performing-dorming-adjourning
  • align staffing with problems to solve – simple, complicated, chaotic, complex – needs different skills
  • smaller teams are much more effective than bigger teams
  • S-curve during project – less people in beginning of a project, more in the middel, lesser in the end
  • who staffs the team … the team
  • structure
    • as heterogenous as possible
      • age, gender, experience, character, domain knowledge, 
    • check Belbin team roles
  • anti patterns
    • dedicated experts (leads to delays and moving topics)
    • negative senior if too dominating in the team (lacking senior skills on social level)
    • hero and victim culture
  • agile structure
    • no titles
    • redundancies with knowledge
    • roles on demand
  • agile mindset
    • skills can be learned and extended
    • search and welcome challenges
    • development and passion
  • ten commandments of egoless programming

Carrier without hierarchies

  • agile career model requirements
    • agile, transparent, no hierarchies, useful, planable, equal
  • removed levels (like junior, senior,…) and introduced skill matrix with around 40 skills 
  • no salary coupled with career model
  • it’s not used for comparisons but to develop the individual
  • results are
    • more involvement
    • employees started as coaches and mentors
    • self and peer reflection
    • overview on competencies and lacks
    • input for recruiting
  • do’s
    • include employees from the beginning
    • agile and iteratively
  • don’ts
    • no hurried decisions on career levels
    • no hurried decisions on binding salary to the levels

Some resources

Check twitter wall